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Sehgal, Pramod Chand, 2011, “A Comparative analysis of motivation and job satisfaction level of Employees of different departments in indian Railways

(Special reference to Rajkot Division of Western Railway)”, thesis PhD,

Saurashtra University

http://etheses.saurashtrauniversity.edu/id/eprint/761 Copyright and moral rights for this thesis are retained by the author A copy can be downloaded for personal non-commercial research or study, without prior permission or charge. This thesis cannot be reproduced or quoted extensively from without first obtaining permission in writing from the Author. The content must not be changed in any way or sold commercially in any format or medium without the formal permission of the Author When referring to this work, full bibliographic details including the author, title, awarding institution and date of the thesis must be given.

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SYNOPSIS OF THE THESIS ON

“A Comparative Analysis of Motivation and Job Satisfaction

Level of Employees of Different Departments

in Indian Railways”

(Special Reference to Rajkot Division of Western Railway) SUBMITTED BY PARMOD CHANDER SEHGAL Chief Electrical Engineer West Central Railway Jabalpur 482 001 FOR Ph. D Degree in Motivation Under the Faculty of Management Saurashtra University, Rajkot UNDER THE GUIDANCE OF DR PRATAPSINH CHAUHAN Professor & Head of the Department of Business Management Saurashtra University Rajkot 360 005

STATEMENT-I

This is to certify that synopsis titled “A COMPARATIVE ANALYSIS of MOTIVATION AND JOB SATISFACTION LEVEL OF EMPLOYEES OF DIFFERENT DEPARTMENTS IN INDIAN RAILWAYS (SPECIAL REFERENCE TO RAJKOT DIVISION OF WESTERN RAILWAY)” submitted by P C Sehgal for the award of the Degree of Doctor of Philosophy in Management under the Faculty of Management is based on the research work carried out by him under my guidance and supervision. To the best of my knowledge and belief it has not been submitted for any other degree or diploma. Research Supervisor (DR. PRATAPSINH CHAUHAN)

STATEMENT-II

I hereby declare that synopsis; I am going to sum it on the topic, “A COMPARATIVE ANALYSIS OF MOTIVATION AND JOB SATISFACTION LEVEL OF EMPLOYEES OF DIFFERENT DEPARTMENTS IN INDIAN RAILWAYS (SPECIAL REFERENCE TO RAJKOT DIVISION OF WESTERN RAILWAY)” award of the Degree of Doctor of Philosophy in Management under the Faculty of Management is based on the research work carried out me. No degree or diploma has been conferred upon me before, either by this or by any other University. (PARMOD CHANDER SEHGAL)

STATEMENT-III

The title of my subject is: “A COMPARATIVE ANALYSIS of MOTIVATION AND JOB SATISFACTION LEVEL OF EMPLOYEES OF DIFFERENT DEPARTMENTS IN INDIAN RAILWAYS (SPECIAL REFERENCE TO RAJKOT DIVISION OF WESTERN RAILWAY)”. The study is based on secondary data available about motivation level of railway employees. The main source of data is questionnaire filled up by the railway employees posted in Okha-Viramgam section of Rajkot division, Indian Railways Year Book 2002-03 and Annual Report Accounts 2002-03 of Indian Railways. (PARMOD CHANDER SEHGAL)

INDEX Sr No Item Description Page no.

1 Preface

Preface

1 - 3

2 Chapter 1

An Overview of the Indian Railways 1/1 - 37

3 Chapter 2

Key Issues and Problems Being Faced

by Indian Railways

2/1 - 14

4 Chapter 3

Motivation Theory 3/1 - 9

5 Chapter 4

Motivational Dynamics “The Concepts

of Motivation”

4/1 - 7

6 Chapter 5

Early Managerial Approaches to

Motivation at Work

5/1 - 7

7 Chapter 6

Content Theories of Work Motivation 6/1 - 14

8 Chapter 7

Survey and Motivation Levels of

Railway Employees

7/1 - 25

9 Chapter 8

Survey and Assessment of Motivation

Levels of Railway Employees

8/1 - 91

10 Chapter 9

Analysis of Motivation Levels and Job

Satisfaction of Railway Employees

9/1 - 21

11 Chapter 10

Findings and Recommendations 10/1 - 50

12 Bibliography

Bibliography

11/1 – 7

13 Annexure Annexure I to X

12/1 - 23

PREFACE

1.0 The Indian Railways is a principal service provider in the transport sector

in the country. It has already crossed 150 years of its existence. The first train

was introduced in India on 16th April, 1853 between Boribandar (Mumbai V.T.)

and Thane. The Indian Railways has successfully adopted itself to the changing

needs of travel and transport in the country. It has also absorbed various

advancements in the field of railway technology and kept itself equipped

continually to meet the growing requirements of passenger and freight traffic. In

the year 2003-04, the Indian Railways carried about 13 million passengers per

day and lifted more than 1.56 million tonnes of freight traffic daily on a rail

network spread over 63,122 route kilometers, covering 6,835 railway stations.

2.0 During the last 50 years, many new sophisticated technologies connected

with transport system have been introduced on the Indian Railways. The Indian

Railways has kept itself in tune with the latest technologies available world over.

2.1 The Indian Railways is having a mammoth work force of 15.5 lakhs

employees. A disturbing factor has been that the average emoluments drawn by

per employee per year have increased from Rs. 1,253 in the year 1951 to Rs.

1,33,967 now. About 55 to 60% of the total expenditure of the Indian Railways is

spent in arranging payments for the working employees as well as retired

employees. There is an urgent need to reduce the expenditure on man power.

This can be achieved only when the staff strength is reduced and the staff are

motivated enough to improve their productivity and efficiency.

2.2 Due to globalization and opening of Indian economy, at present, in India

6 to 7% economic growth is being achieved. This economic growth will put an

additional burden on the Indian Railways to move large volumes of freight and

passengers traffic with lesser staff.

Preface 1 of 3

2.3 Many serious problems like overageing of assets, saturation of important

heavily utilized routes, severe competition from road and coastal shipping, cross-

subsidization of passenger services by freight traffic, and impending financial

crisis are being faced by the Indian Railways. The Railways will be able to meet

the future challenges successfully provided it has motivated and satisfied the

staff at its disposal. In order to achieve this objective, it will be essential to

improve the present motivation and job satisfaction levels of the railway

employees.

3.0 Keeping the above objective in view, a comparative study of the

motivation and the job satisfaction level of the employees of different

departments and categories of the Rajkot division of the Western Railway was

undertaken under the able guidance of Dr Pratapsinh Chauhan, Professor &

Head, Department of Business Management, Saurashtra University, Rajkot. 789

railway employees of different departments of the Rajkot division posted

between Okha-Viramgam section were selected at random to record their

answers against 63 questions included in the questionnaire. Each question had

five options and the employee selected was expected to choose the answer as per

his opinion.

4.0 The data was successfully collected from all the targeted railway

employees and I am thankful to the officers, supervisors and staff of the Rajkot

division for sparing their valuable time in getting the response to the

questionnaire collected from the targeted employees. For preparation of this

research thesis, the necessary assistance provided by Shri Satish Kumar, Chief

Electrical Engineer, South Central Railway, Secunderabad; Shri C Devadas, Secy

to Chief Electrical Engineer, West Central Railway, Jabalpur; Shri Brajesh Kant

Chakrawarty, PA to Chief Electrical Engineer, West Central Railway, Jabalpur;

Shri M Vijayakumar, Chief Electrical Traction Engineer, West Central Railway,

Jabalpur; Shri Asutosh Rankawat, Sr. Divisional Engineer/W’ Rly, Rajkot, Shri

Manish Viredia, Office Superintendent to Divisional Railway Manager, Rajkot;

Preface 2 of 3

Preface 3 of 3

Shri Vishwanathan, Ex-PA to DRM/Rajkot; Shri Rajesh Gandhi, Senior

Divisional Signal & Telecommunication Engineer/Rajkot and other Personal

Assistants to the divisional officers of the Rajkot division is highly

acknowledged. I also express my gratitude to Dr Mrs Daxa G Gohil, Faculty

Member, Department of Commerce and Business Management of Saurashtra

University and Dr Sanjay J Bhayani, Reader, Saurashtra University for helping

me to identify the various statistical methods for undertaking statistical analysis

of the data collected. I am thankful to my guide Dr Pratapsinh Chauhan,

Professor & Head, Department of Business Management, Saurashtra University,

Rajkot for rendering his valuable guidance at every step right from collection of

data, analyzing the data and finalising the findings and recommendations.

Without the active support of Dr Pratapsinh Chauhan, it would have been

impossible for me complete this research work considered necessary for the

award of Degree of Doctorate of Philosophy in Management.

5.0 I am also grateful to Shri Nikhil Joshi, Divisional Secretary, Western

Railway Employees Union, Shri Naresh Katwani, Divisional Secretary, Western

Railway Employees Union, Rajkot, Shri Berwa, President, SC/ST Association,

Rajkot, Shri Anil Sharma, Chief Security Commissioner, West Central Railway,

Jabalpur, Shri Manoj Pande, Chief Personnel Officer, West Central Railway,

Jabalpur for giving useful suggestions for improving the motivation level of

railway employees.

6.0 I would once again express my sincere thanks and gratitude to all

concerned, especially officers, senior supervisors and staff of the Rajkot division

who came forward and equipped me with necessary data and extended the

required help willingly by sparing their valuable time. I also express my

gratitude to Swami Jitatmananda, Head of Shri Ramakrishna Ashrama, Rajkot

for continuously encouraging me to pursue higher studies when I came in

contact with him during my posting as Divisional Railway Manager, Rajkot from

June 2001 to June 2003.

_____________

CHAPTER 1

AN OVERVIEW OF THE INDIAN RAILWAYS

1.1 Introduction:

The Indian Railways is a principal service provider in the transport sector in the

country. It has already crossed 150 years of its existence. The first train was introduced

in India on 16th April, 1853 between Boribandar (Mumbai V.T.) and Thane. The Indian

Railways has successfully adapted itself to the changing needs of travel and transport in

the country. It has also absorbed various advancements in the field of railway

technology and kept itself equipped continually to meet the growing requirements of

passenger and freight traffic. In the year 2003-04, the Indian Railways carried about 13

million passengers per day and lifted more than 1.56 million tonnes of freight traffic

daily on a rail network spread over 63,122 route kilometres, covering 6,835 railway

stations.

1.2 Network:

The rail network consists of broad gauge, metre gauge and narrow gauge,

totaling 108,706 track kilometres. The latest gauge-wise break up is given in Table 1.1.

Table 1.1: Details of network of the Indian Railways

Gauge Route km Running track km

Total track km

Broad Gauge

(1676 mm)

45,622 64,461 87,889

Metre Gauge

(1000 mm)

14,364 14,859 17,848

Narrow Gauge

(762 mm/610 mm)

3,136 3,172 3,484

Total 63,122 82,492 1,09,221

Page 1/1

1.3 Apex Organisation:

There is a separate Railway Ministry, as the apex body, for the management of

the Indian Railways. The Ministry functions under the guidance of the Minister of

Railways who is assisted by two Ministers of State for Railways. The organizational

structure of the Railways is given in Table 1.2.

1.4 Functions:

The management and formulation of policy are entrusted with the Railway

Board comprising the Chairman, Financial Commissioner and five other functional

Members who look after the individual departments, namely Electrical, Mechanical,

Engineering, Traffic and Personnel. The Board is vested with wide managerial and

financial powers to supervise, maintain and control effectively the railway assets and

operations through the various zonal and divisional organisations.

1.5 Zonal and Divisional Organisations:

The railway operations are intricate in nature with lots of emphasis for proper

maintenance of assets and customer care. For operational convenience, the railway

network has been split into 16 zones and the 16 zones have further been split into 67

divisions. Each zone has a head quarter office and a few divisions under its control.

Each zonal head quarter office and the divisions under its control constitute a Zonal

Railway. Each Zonal Railway is headed by a General Manager, whereas each division is

headed by a Divisional Railway Manager.

1.5.1 There are the following departments to look after the railway operations:

Accounts ⇒

⇒

⇒

⇒

⇒

⇒

Audit

Commercial

Engineering

Electrical

Mechanical

Page 1/2

Table 1.2: Organisational Structure of the Indian Railways

MINISTER OF RAILWAYS

MINISTER OF STATE FOR RAILWAYS - MSR (N)

MEMBER ELECTRICAL

MEMBER STAFF

MEMBER ENGINEERING

MEMBER MECHANICAL

MEMBER TRAFFIC

FINANCIAL COMMISSIONER

DIRECTOR-GENERAL RLY. HEALTH SERVICES

DIRECTOR-GENERAL RLY. RPF

SECRETARY

ESTT. MATTERS

ADMN. MATTERS

ZONAL RAILWAYS

PRODUCTION UNITS OTHER UNITS PUBLIC SECTOR UNDERTAKINGS,

CORPORATIONS, ETCGENERAL MANAGERS CENTRAL EASTERN EAST CENTRAL EAST COAST NORTHERN NORTH CENTRAL NORTH EASTERN NORTH EAST FRONTIER NORTH WESTERN SOUTHERN SOUTH CENTRAL SOUTH EASTERN SOUTH EAST CENTRAL SOUTH WESTERN WESTERN WEST CENTRAL

GENERAL MANAGERS NF Railway (CONSTRUCTION) METRO RLY., KOLKATA CENTRAL ORGANISATIONFOR RAILWAY

TAFF

GENERAL

RDSO

ELECTRIFICATION. DIRECTORS-GENERAL. RAILWAY SCOLLEGE DIRECTOR GENERAL & EX-OFFICIOMANAGER

GENERAL MANAGERS CHITTARANJAN LOCOMOTIVE WORKS DIESEL LOCOMOTIVE WORKS INTEGRAL COACH FACTORY RAIL WHEEL FACTORY ------------------------------------------------ CAO (R) ------------------------------------------------ DIESEL LOCO MODERNISATION WORKS CENTRAL ORGANISATION FOR MODERNISATION OF WORKSHOP

IRCON

RITES

CRIS

CONCOR

IRFC

KRC

IRCTC

RCIL

MRVC

RVNL

CHAIRMAN RAILWAY BOARD

RAILWAY BOARD

MINISTER OF STATE FOR RAILWAYS – MSR (V)

Page 1/3

Medical ⇒

⇒

⇒

⇒

⇒

⇒

Personnel

Traffic

Signaling & Telecommunication

Security

Stores

In the Divisions, each department is headed by a Senior Divisional Officer who is

assisted by Divisional and Assistant Officers. In the zonal headquarter office, each

department is headed by a Principal Head of the Department who is assisted by other

officers. At present, the following 16 zones are there on the Indian Railways:

Zone Headquarter

Central Railway Mumbai ⇒

⇒

⇒

⇒

⇒

⇒

⇒

⇒

⇒

⇒

⇒

⇒

⇒

⇒

⇒

⇒

Eastern Railway Kolkata

East Central Hajipur

Northern New Delhi

Northern Eastern Gorakhpur

Northeast Frontier Maligaon (Guwahati)

North Western Jaipur

Southern Chennai

South Central Secunderabad

South Eastern Kolkata

Western Mumbai

East Cost Bhuvaneshwar

North Central Allahabad

South East Central Bilaspur

South Western Hubli

West Central Jabalpur

1.6 There has been phenomenal increase in the assets during the last 50 years. The

details are furnished in Table 1.3:

Page 1/4

Table 1.3: Details of Assets and Performance

As on 31st March 1950-51 2002-03

Assets

Capital-at-charge (Rs. in crores) 827.0 51,099.09

Total Investment (Rs. in crores) 855.2 77,915.78

Running Route kilometre

Electrified 388 16,272

Total 53,596 63,122

Running Track kilometre

Electrified 937 29,974

Total 59,315 82,492

Number of stations 5,976 6,906

Rolling stock (in units)

Locomotives

Steam 8,120 52

Diesel 17 4,699

Electric 72 2,930

Coaching stock

Passenger carriages 13,022 34,871

Electric Multiple Unit coaches 460 4,957

Rail Cars 87 24

Other coaching vehicles 6,059 4,904

Wagons 205,596 214,760

Personnel

Number of employees (in thousands) 914 1,472

Wage Bill (Rs. in crores) 113.8 19,914.8

Average wage per employee (in Rs) 1,253 133,967

Transportation Output

Train km (excl. deptt) (in millions)

Page 1/5

Passenger and proportion of mixed 163.4 498.3

Goods and proportion of mixed 111.5 274.2

Vehicle and wagon km (excl. deptt. and brake vans) (in millions)

Vehicle km 2,802 13,504

Wagon km 4,370 29,584

NTKM/Wagon day (BG) (4-wheelers) 710 2,468

Volume of Traffic

Passenger traffic

No. of passengers originating (in millions) 1,284 4,971

Passenger km (in millions) 66,517 515,044

Passenger earnings (Rs. in crores) 98.2 12,540.8

Average lead (in km) 51.8 103.6

Average rake per passenger km (in paise) 1.48 24.35

Freight traffic

Tonnes originating (in millions)

Revenue earning traffic 73.2 518.7

Total traffic 93.0 542.7

NET TONNE KM (IN MILLIONS)

Revenue earning traffic 37,565 3,53,194

Total traffic 44,117 3,56,027

Earnings from freight carried excl. wharfage &

demurrage charges (Rs. in crores)

139.3 26,231.45

Average lead- Total traffic (in km) 470 656

Average rate per tonne km (in paise) 3.16 74.27

Quantity of fuel consumed by locomotives

Coal (in thousand tonnes) 9,504 3

Diesel oil (in kilolitres) N.A. 2,007,993

Electricity (Million kWh) N.A. 9,013.39

Stores purchase (Rs. in crores)

Indigenous 63.2 11,134.9

Page 1/6

Total 81.6 11,598.3

Operating Revenue and expenditure (Rs. in crores)

Gross revenue receipts 263.30 42,741.48

Working expenses incl. depreciation etc. and

miscellaneous expenses.

215.74 38,911.24

Net revenue receipts 47.56 3,830.23

Percentage of net revenue receipts to the

capital-at-charge

5.75 7.50

Operating ratio (per cent) 81.00 92.34

Dividend to General Revenues and payment to

States in lieu of tax on passenger fares

32.51 2,714.83

Excess (+)/shortfall (-) (+)15.05 (+)1,115.40

Out-put Cost (BG)

Cost/Vehicle km (Rs) NA 14.72

Cost/wagon km (Rs) NA 7.75 Source: Annual Report Accounts 2002-03

1.6.1 From the above table, it could be safely concluded that during the last 50 years, large

investments have been made for creating railway assets and for electrification of important

routes. The number of diesel and electric locomotives has increased considerably. The capacity

for carrying passenger and freight has increased, and the volume of traffic and transportation

output have increased manifolds. The only disturbing factor that could be seen from the above

table is that the average wage per employee per year has increased from Rs. 1263/- in the year

1950-51 to 1.34 lakhs per year now. The costs per vehicle km and per wagon km have also

increased substantially. The pensionary liability on the Indian Railways is also increasing year

by year. Approximately 55% of the total working expenditure is on staff and this is one of the

serious problems, which the Railway is facing at present.

1.7 Planning- Outlays in Five Year Plans

The Indian Railways draws up its development plans within the framework of

national Five Year Plans. The Plan outlays for the IR and the transport sector as a whole

are given in table 1.4 below:

Page 1/7

Table 1.4: Plan Outlays (Rs. in crores)

Sectors/Units Up to Fourth Plan 1950-74

Fifth Plan 1974-78

Sixth Plan

1980-85

Seventh Plan

1985-90

Eighth Plan 1992-

97

Ninth Plan

1997-02

Tenth Plan

2002-07

Railways 3,200 1,523 6,555 16,549 27,202 45,413 60,600

Transport Sector 6,039 4,078 13,841 29,548 53,966 121,037 893,183

Total Plan Outlay 30,988 28,991 109,292 218,729 434,100 859,200 859,200

Transport Sector as

%age of Total Plan

19.5 14.1 12.7 13.5 12.4 14.1 16.5

Railways as %age of

Total Plan

10.3 5.3 6.0 7.6 6.3 5.3 6.8

Source: Indian Railways Year Book 2002-03

From the above, it could be seen that the Railway’s share as percentage of total

Plan has come down from 10.3% in the year 1950 to 6.8% now.

1.8 Productivity:

There has been an all round improvement in wagon capacity and passenger

coach capacity and tractive effort of locos as compared to 1950-51. The details are given

in Table 1.5 & Table 1.6 below:

Table 1.5: Traffic Output Indices

Year Traffic out put indices

Freight Traffic NTKMs) (Rev.+Non-rev.)

Passenger Traffic (Non-suburban passenger km)

1950-51 100 100

1960-61 199 110

1970-71 289 159

1980-81 359 279

1990-91 550 394

2000-01 715 614

2002-03 807 708 Source: Indian Railways Year Book 2002-03

Page 1/8

Table 1.6: Investment Input Indices

Year Wagon capacity

Passenger coaches

Route km Running track km

Tractive effort of

locos 1950-51 100 100 100 100 100

1960-61 152 154 105 107 144

1970-71 226 188 112 121 178

1980-81 269 210 114 128 201

1990-91 278 219 116 133 192

2000-01 244 254 118 138 233

2002-03 241 266 118 118 239 Source: Indian Railways Year Book 2002-03

1.9 Tracks:

1.9.1 Due to increase in traffic and throughput on line, the tracks are being extensively utilized. It has been decided to have a concept of uni-gauge system and every year 400-500 km of tracks are getting converted from MG to BG. Gauge conversion work on 48 sections involving a route length of 8800 km is in progress. The critical single line sections are also being converted into double line sections. The old tracks are being replaced. Now every year approx. Rs.2500 crores are being spent on track renewal works. The details are given in Table – 1.7 below:

Table 1.7: Expenditure on Track Renewal Works

Sl .No Year Gross expenditure (Rs. in crores)

Renewal done (in km)

1 1997-98 1,805.23 2,950

2 1998-99 1,802.57 2,967

3 1999-00 2,042.00 3,006

4 2000-01 2,244.00 3,250

5 2001-02 2,475.32 3,620

6 2002-03 3,297.69 4,776

Total 10,369.12 15,793 Source: Annual Report Accounts 2002-03

Page 1/9

1.9.2 The Railway Safety Review Committee in their Report (August, 1999) had

recommended that, in the interest of railway safety, the Central Government should

provide a one time grant to the Railways so that the arrears in the renewal of track,

bridges, rolling stock and signaling gears are wiped out within the time span of 7 years.

This recommendation has since been accepted and non-lapsable special Railway Safety

Fund (SRSF) amounting to Rs.17,000 crores for liquidating arrears of replacement of

assets has been set up in 2001-02.

1.9.3 Pre-stressed concrete sleepers are replacing wooden, cast iron and steel sleepers

for economy, safety and riding comfort. They are economical and technically best

suited for high speed and heavy density traffic. The manufacturing capacity of concrete

sleepers has been developed indigenously to meet the complete requirements of IR.

During 2002-03, total 82.85 lakh concrete line sleepers and 2,741 sets of concrete turnout

sleepers were produced. The intake of wooden sleepers for main line track has been

stopped completely. Emphasis is also being laid on using more and more concrete

sleepers on turnouts.

1.10 Bridges:

The Indian Railways is having 1,20,000 bridges out of which 565 are important

and 9792 are major. The remaining bridges are minor. Bridges are being rehabilitated.

From safety considerations, all the major important bridges are being given special

attention.

1.11 Level Crossings:

As on March 2003, 37,423 level crossings exist on the Indian Railways, out of

which 16,741 are manned. A programme has been made to man 4500 unmanned level

crossings considered as hazardous because of visibility problems or density of traffic.

The existing level crossings having heavy traffic density are being replaced in a phased

manner with road over or under bridges. 283 such bridges are under construction.

Funds for replacement of level crossings with ROBs are arranged from Central

Road Fund (CRF). The State Governments have been asked to sponsor proposals for

Page 1/10

replacement of level crossings having traffic density of one lakh or more Train Vehicle

Units (TVUs) on sharing basis. The State Governments have also been permitted to

collect funds by imposing toll tax or utilizing the space, under the road over bridges

beyond the railway limits, commercially to meet their share of cost even for works

taken on cost sharing basis irrespective of the fact that they are also getting funds from

CRF for development of roads, etc. Close co-ordination is being maintained with the

Ministry of Road Transport and Highways to expedite the works of ROBs being

constructed on the National Highways. Monthly meetings at Ministries’ level and on

Railways’ level with their counterparts in the Ministry of Road Transport and

Highways are held regularly for removing bottlenecks in execution of these works.

1.12 Electrification:

1.12.1 Importance:

Electric traction reduces nation’s dependence on largely imported diesel oil as it

is capable of using indigenously available alternative sources of energy, like coal of any

grade, hydel power, surplus liquefied petroleum gas, nuclear power, etc. It is a

pollution-free and energy efficient mode of transport.

Electrification was first introduced on IR in 1925 with 1500 Volts DC and subsequently

extended by installing 3000 Volts DC system. In 1957, IR decided to adopt 25 kV AC traction

and thus selected main lines and high-density routes were taken up for tenderisation in a planned

manner. At present, out of the seven major trunk routes connecting Mumbai, Kolkata, New Delhi

and Chennai, five are fully electrified and works are in progress on the other two routes viz.

Kolkata-Chennai and Mumbai-Chennai.

1.12.2 Progress of Electrification:

Over the years, the electrification of IR has progressed as given in table 1.8.

Table 1.8: Progress of Electrification

Period Route km electrified

Up to 7th Five Year Plan 1990) 9,252

Page 1/11

Annual Plans (1990-92) 1,557

8th Five Year Plan (1992-97) 2,708

9th Five Year Plan (up to 2001-02 2,484

10th Five Year Plan Ist year (2002-03) 4,55

Total (as on March 31,2003) 16,456 Source: Annual Report Accounts 2002-03

1.13 Signal & Telecommunication: 1.13.1 Signaling:

For enhancing efficiency and safety in train operations, modern signaling plays a

very vital role. Induction of Multi Aspect Colour Light Signaling (MACLS), Panel

Interlocking (PI), Route Relay Interlocking (RRI), Solid State Interlocking (SSI),

Automatic Block Signaling, Block proving by Axle counter, enhancement of safety at

level crossings by interlocking of level crossings and provision of telephones at manned

level crossings have improved safety levels in train operations on the Indian Railways.

1.13.2 Telecommunication:

A reliable telecom network is essential for efficient functioning of the Railways as

it plays an important role in train control, operation, safety and during emergencies.

The Indian Railways started building up its dedicated telecom network since 1960’s. To

expedite the modernization of old and worn out telecom network, the Ministry of

Railways has set up RailTel Corporation of India Limited in 2000-01. RailTel is in the

process of evolving a nationwide broadband telecom network along the railway track,

connecting metropolitan and other important cities and the rural, remote and backward

areas en route.

1.13.3 Emergency Communication:

For establishing communication in case of accident/emergency, it has been

decided to provide satellite phones in each zonal and divisional headquarters. This will

help in quick communication link from the site to collect information regarding the

assistance needed, relief measures to be taken, etc.

Page 1/12

1.13.4 Mobile Communication:

Walkie-talkie sets have been provided to drivers and guards of all trains for

mutual communication between them. Further, stations on double line and multiple

line sections on B.G. have been provided with 25W VHF sets. This will facilitate

communication between train crew and the nearest station also.

1.13.5 Replacement of old Assets:

The Railways are gradually replacing old exchanges with electronic exchanges,

analogue microwave with digital microwave and overhead alignment with

underground copper cable. During the year, a total of 1,398 subscribers were connected

to digital electronic exchanges bringing the total to 2,21,060, which is about 96.5% of the

total installed capacity. As a step towards modernization of long haul communication

system and to improve its reliability and efficiency, 668 route km of digital microwave

links was added during the year bringing the total network to 6,352 route km.

1.13.6 Passenger Amenities:

In order to provide improved passenger amenities, microprocessor based public

address system, having synthesized voice for better audibility, has been provided at 117

stations. Electronic train indicator boards to display the train running information have

been provided at 4 stations. In addition, interactive voice response system for giving

information, without human interface, regarding train arrival/departure and

reservation status was provided at 28 stations during the year.

1.14 Safety Measures:

Some of the steps taken to avoid accidents are given below: -

A non-lapsable Special Railway Safety Fund of Rs.17,000 crores has been set

up for renewal of over-aged assets and for safety enhancement works.

Fouling Mark to Fouling Mark (FM to FM) track-circuiting on entire ‘A’, ‘B’,

‘C’, ‘D’ and ‘D’ special routes, where speed is more than 75 kmph, have been

completed. Remaining work is in progress.

Page 1/13

Extended field trials of Anti Collision Device (ACD) have been started on

Northern Railway. After successful completion of field trials, a decision

would be taken for its application on other routes of IR.

State-of-the-art technology of Digital Mobile Train Radio Communication has

been sanctioned on some important sections for providing duplex radio

communication between driver/guard and control.

Walkie-Talkie sets have been provided to drivers and guards of all trains for

faster and better means of communication.

There has been progressive increase in the use of tie tamping and ballast

cleaning machines for track maintenance. Track renewal trains are also being

used.

For monitoring track geometry and running characteristics of the track,

sophisticated track recording cars, oscillograph cars and portable

accelerometers are being progressively used.

For detection of rail fractures/weld failures, adequate numbers of double rail

Ultrasonic Flaw Detectors have been procured. Self-propelled Ultrasonic Rail

Testing Cars are also being procured.

Maintenance facilities for coaches and wagons have been modernized and

upgraded at many depots.

Routine Over-Hauling (ROH) depots have been equipped with ultrasonic

testing equipment for detection of flaws in the axles so as to prevent cases of

cold breakage of axles.

Periodic Safety Audit by inter-disciplinary teams from Zonal Headquarters

has been introduced.

Performance of the staff connected with train operation is being constantly

monitored and those found deficient are sent for crash training courses also.

Safety drives and publicity campaigns have been launched to educate road

users.

Stringent penalty to the extent of dismissal/removal from service is being

imposed on officials held responsible for serious accidents.

Simulators are being utilized for imparting training to drivers.

Page 1/14

Block proving by axle counters is being progressively installed as an aid to

station staff for verification of status of block sections.

1.15 Rolling stock: 1.15.1 Locomotives:

The Indian Railway’s fleet as on 31st March, 2003 consisted 52 steams, 4699 diesel

and 2930 electric locomotives. The Table 1.9 given below shows the distribution of

locomotives traction-wise along with their average tractive effort:

Table 1.9: Details of loco fleets

Number of locomotives Tractive effort per loco (in kg)

Year

Steam Diesel Electric Total BG MG

1950-51 8120 17 72 8209 12801 7497

1960-61 10312 181 131 10624 14733 8201

1970-71 9387 1169 602 11158 17303 9607

1980-81 7469 2403 1036 10908 19848 10429

1990-91 2915 3759 1743 8417 24088 12438

1996-97 85 4363 2527 6975 27600 18186

1997-98 64 4496 2646 7206 28417 18262

1998-99 58 4586 2785 7429 28558 18416

1999-00 56 4651 2810 7517 29002 18455

2000-01 54 4702 2810 7566 29203 18537

2001-02 53 4,815 2,871 7,739 *29,274 18,577

2002-03 52 4,699 2,930 7,681 29,289 18,531

* revised Source: Indian Railways Year Book 2002-03

1.15.2 Coaching vehicles:

The Passenger Carrying Vehicle (PCV) fleet has not grown commensurate with

traffic demand due to financial constraints and limited capacity to manufacture them.

A new coach factory at Kapurthala was set up to meet the additional

requirement/demand of coaches. Efforts have also been made to absorb growing traffic

Page 1/15

demands by improving the design of the existing stock. Coaches with better layout and

more seating capacity are being manufactured now.

Two-tier and 3-tier A.C. coaches have replaced First Class coaches of lower

capacity in most trains. In order to improve capacity and to provide more comfort to

passengers, 24 state-of-the-art coaches, having speed potential of 160 kmph, have been

procured from M/s. ALSTOM, LHB, Germany with arrangement for ‘Transfer of

Technology’ to enable manufacture of new design coaches at Rail Coach Factory (RCF),

Kapurthala and Integral Coach Factory (ICF), Chennai. Twenty seven coaches of LHB

design were planned for production during 2001-02.

The Passenger Carrying Vehicles (PVCs) with aggregate seating capacity in

different years and availability of other Coaching Vehicles (OCVs) are shown in Table

1.10 below:

Table 1.10: Details of Passenger Coaches

Passenger coaches

EMU coaches Conventional coaches Year Number Seating

capacity Number Seating

capacity

Other coaching vehicles

(number) 1950-51 460 87986 13109 854678 6059

1960-61 846 150854 20178 1280797 7415

1970-71 1750 340541 24676 1505047 8719

1980-81 2625 500607 27478 1695127 8230

1990-91 3142 609042 28701 1864136 6668

2000-01 4580 864801 33260 2367932 4730

2001-02 4,636 882,259 *34,363 *2,454,872 4,827

2002-03 4,696 905,771 34,895 2,506,699 4,904


1.15.3 Wagons: As on 31st March 2003, the Indian Railways’ wagon fleet consisted of 2,14,760

units comprising 68,467 covered, 91,091 open high-sided, 7160 open low-sided, 37650

Page 1/16

other types and 10718 brake van/departmental wagons. The following Table-1.11

indicates the holding of different types of wagons:

Table 1.11: Details of Wagons

Percentage of total number of wagons

Year Total

wagons on line

(in units)

Covered Open high sided

Open low

sided

Other types

Depart-mental

Total

1950-51 205596 589 255 34 72 50 100

1960-61 307907 573 255 25 106 41 100

1970-71 383990 534 256 18 130 42 100

1980-81 400946 533 283 32 118 34 100

1990-91 346102 491 296 36 114 33 100

2000-01 222147 341 410 36 175 38 100

2001-02 216,717 33.2 41.7 3.5 17.2 4.4 100

2002-03 214,760 31.9 42.3 3.3 17.5 5.0 100 Source: Indian Railways Year Book 2002-03

1.16 Asset Utilization: The statistics and appraisal of utilization of assets for some selected years are

furnished in Tables 1.12 to 1.20.

1.16.1 Engine kilometres per day per engine in use:

Table 1.12 Goods- Engine kilometres per day per engine in use

Broad Gauge Year

Steam Diesel Electric

1950-51 150 - 191

1960-61 155 300 156

1970-71 121 347 316

1980-81 89 303 274

1990-91 52 445 398

2000-01 - 398 450

2001-02 - 399 469

2002-03 - 381 474 Source: Indian Railways Year Book 2002-03

Page 1/17

Table 1.13 Passenger- Engine kilometres per day per engine in use

Broad Gauge Metre Gauge Year

Steam Diesel Electric Steam Diesel Electric 1950-51 249 - 397 211 - 130

1960-61 274 250 363 220 274 177

1970-71 250 669 437 228 383 376

1980-81 210 610 453 199 541 405

1990-91 189 673 482 185 569 382

2000-01 - 577 542 36 447 385

2001-02 - 565 558 33 435 379

2002-03 - 570 567 32 426 393 Source: Indian Railways Year Book 2002-03

With the introduction of diesel and electric tractions, the steam locomotives have

been relegated to inferior services. This has brought about improvement in output in

terms of gross tonne km per kg of tractive effort.

1.16.2 GTKM (excluding weight of engine and departmental traffic) per kg of

tractive effort:

Table 1.14: GTKM per kg of tractive effort

Year Broad Gauge Metre Gauge

1950-51 1525 1191

1960-61 1864 1444

1970-71 2147 1714

1980-81 2372 1708

1990-91 3873 2263

2000-01 4498 1628

2001-02 4,614* 1,624

2002-03 4,790 1,784


Page 1/18

1.16.3 Track Utilization:

The density of traffic in terms of NTKMs, PKMs and GTKMs per route km

is given below:

Table 1.15: Track Utilisation (in Millions)

Year Net tonne km per

route km.

Passenger km per

route km.

Gross tonne km

per route km.

BG MG BG MG BG MG

1950-51 1.50 0.25 1.77 0.85 5.24 1.20

1960-61 2.76 0.54 2.03 0.89 8.32 2.18

1970-71 3.61 0.81 2.88 1.25 10.38 2.87

1980-81 4.34 0.80 5.15 1.72 12.55 2.76

1990-91 6.30 0.97 7.12 1.97 18.13 3.17

2000-01 6.96 0.24 9.49 2.08 21.92 1.79

2001-02 7.38 0.24 10.13* 2.27 23.11* 1.83

2002-03 7.74 0.19 10.52 2.40 23.80 1.83


1.16.4 Average freight train speed:

In 2002-03 the average speed of goods train was 24.7 kmph on BG and 18.2 kmph

on MG.

Table 1.16: Average freight train speed (km/hour)

Year Diesel Broad Gauge Electric

All Traction

Meter Gauge All traction

1950-51 - 20.8 17.4 15.0

1960-61 22.2 19.5 16.1 13.7

1970-71 22.9 25.2 17.9 14.7

1980-81 21.3 22.8 19.7 15.1

1990-91 22.6 23.1 22.7 17.6

2000-01 22.4 25.4 24.1 19.6

2001-02 22.6 25.8 24.4 18.4

2002-03 22.8 26.2 24.7 18.2 Source: Indian Railways Year Book 2002-03

Page 1/19

1.16.5 Average freight train load:

The average net load per train in 2002-03 was 1,327 tonnes on BG. The average

gross load per train was 2,636 tonnes on B.G. and 719 tonnes on MG.

Table – 1.17 Average freight train load

Year Net Load Gross load (including weight of engine)

BG MG BG MG

1950-51 489 185 1068 435

1960-61 656 298 1354 648

1970-71 737 378 1507 753

1980-81 884 487 1721 871

1990-91 1079 562 2122 962

2000-01 1233 414 2533 806

2001-02 1,280 393 2,604 784

2002-03 1,327 315 2,636 719 Source: Indian Railways Year Book 2002-03

Note: These figures are worked out taking into account both loaded and empty trains.

1.16.6 Net tonne km per engine hour and goods train hour:

During 2002-03, 32,841 NTKMs per goods train hour were generated on BG and

6,083 on MG. NTKMs per engine hour stood at 14,086 for BG and 3,008 for MG.

The table 1.18 below shows the unit output measured by these indices in selected

years:

Table 1.18: Net tonne km per engine hour and goods train hour

Year Net tonne km per engine hour

Net tonne km per goods train hour

BG MG BG MG

1950-51 3283 1238 8590 2884

1960-61 4170 1766 10808 7232

Page 1/20

1970-71 4904 2525 13492 5824

1980-81 6295 3345 17677 7562

1990-91 10393 5027 246787 10551

2000-01 12850 3774 29752 8540

2001-02 13,842 3,713 31,271* 7,636

2002-03 14,086 3,008 32,841 6,083


1.16.7 Wagon Utilization:

On an average, a wagon moved 204.6 km per day on BG and 52.6 km on MG.

NTKMs per wagon per day on BG was 2,468.

In 2002-03, ‘NTKMs per annum per tonne of wagon capacity’ on BG and MG

were 40,251 and 7,790 respectively. Different indices of wagon utilization are given in

table 1.19 below:

Table 1.19: Indices of wagon utilization ( In terms of 4-wheelers)

Net tonne km per tonne of wagon

capacity per annum

Wagon km per wagon per day

Net tonne km per wagon per day

Year

BG MG BG MG BG MG

1950-51 11833 9021 62.3 50.2 710 304

1960-61 16558 10125 76.9 51.6 998 405

1970-71 15117 12583 73.4 58.4 908 524

1980-81 16285 11013 73.4 47.3 986 522

1990-91 23418 18629 110.5 69.7 1407 810

2000-01 33438 9326 179.0 43.8 2042 394

2001-02 36,239 8,933 191.6* 51.7 2,223 441

2002-03 40,251 7,790 204.6 52.6 2,468 369


Page 1/21

A comparison of wagon utilization on IR with prominent railway systems of the

world is given below:

Table 1.20: Comparison with other railways

Railway System Wagon km per wagon day

NTKMs per wagon per day

NTKMs per tonne of wagon capacity.

French National

Railways (SNCF)

72.25 1482.55 10919

German Federal

Railways (DBAG)

69.15 1008.08 9049

Italian State Railways

(FS)

46.63 774.85 6636

Japanese National

Railways (JR)

252.04 3476.08 36829

Indian Railways (BG)

1990 177.4 2027 33061

2000-01 179.0 2042 33438

2001-02 191.6* 2,223 36,239

2002-03 204.6 2,468 40,251

* revised Source: Indian Railways Year Book 2002-03 (Source of foreign Railways’ figures: ‘International Railway Statistics 2000)

1.17 Research and Development:

The Research, Design and Standards Organization (RDSO) is the sole R&D wing

of IR, functioning as the technical advisor and consultant to the Ministry, Zonal

Railways and Production Units. Its multifarious activities of R&D for modernization of

IR have attracted the attention of several organizations in India and abroad.

RDSO, an ISO 9001 certified organization, is continuously engaged in evolving

new designs and adopting new technologies to cater to various needs of I.R.

Page 1/22

Some of the important projects undertaken/completed during the year are as

follows:

1.17.1 Design Development (Safety):

Development of design of indigenous Wheel Flat Detector (WFD):

Whenever flat wheel passes the instrumented rail, causing impact loading

beyond certain limits, this computerized system gives audio-visual signals.

Development of Level crossings gate communication and monitoring System:

This system will record events like timing of ring, number of the called gate,

status of ring back tone and the directions of trains ensuring safe working of

trains and eliminating communication gap between the ASMs and Gatemen.

The recorded data will be available for at least 24 hours.

Development of triangular beam scheme for locomotive headlight: The new

head-light is equipped with 35W Xenon (Automobile) lamp in a bigger single

beam with glass reflector along with provision of single beam halogen lamp

auxiliary lights by the side of marker lights. This will increase illumination

on track by over 50%.

Development of specification for the fire retardant upholstery and fire

retardant curtains to increase fire safety of coaches.

Development of modified design of coach ends for preventing propagation of

fires by providing fire barriers.

As a part of the project on Rail Defect Management by UIC, RDSO had been

entrusted with lab testing of rail samples from various World Railways under

simulated loading conditions. Facility of testing was upgraded in the track

lab of RDSO and samples from various railway systems of the world tested

and report submitted to UIC.

Development of hear resistant, high axle load wheel for locomotive: New

design has shown 50% less thermal stress and 15% less mechanical stress,

thereby increasing safety in operation.

Page 1/23

Ergonomical modification of cab of WAP class locomotives: This

modification will make it safe and comfortable for driving high speed

passenger trains without undue fatigue of drivers.

1.17.2 Design Development (Higher Speed & Better Amenities):

Development of modular toilets for passenger coaches to improve aesthetics

and hygiene: These toilets are lightweight, corrosion resistant and easily

maintainable.

Development of 25kVA 3-phase under-slung inverter for RMPU (Roof

Mounted Package Unit): The new design will improve the efficiency,

reliability and also provide room for additional berths and for storing linen in

AC coaches.

Increase in maximum speed of Mainline Electrical Multiple Units (MEMU)

from 90 kmph to 105 kmph resulting in reduced running time and

improvement in line capacity/throughput.

1.17.3 Design-Development (Infrastructure):

Design and development of WDM-3C Locomotive: The general arrangement

of 3300 HP, 19.5t axle load WDM-3C locomotive having speed potential of

120 kmph has been finalized.

Design and development of locomotives for export: Following designs have

been developed during the year:

3100 HP standard gauge diesel electric locomotive.

2300 HP, 16t axle load yard gauge diesel electric locomotive for

Columbian Railways.

Bogie for cape gauge locomotive with interface to existing car body

design of YDM-4 locomotive.

Bogie for locomotive for Sri Lankan Railways.

2300 HP MG diesel electric locomotive.

Page 1/24

Design and development of low platform container flag wagons with

increased length suitable for carrying either one 45 ft long container or two 22

ft long containers, maintaining its compatibility for ISO containers.

Upgradation of speed potential of freight stock to 100 kmph from the existing

75 kmph.

Design of light weight BOX’N’ wagon (BOX’N’ LW) using rolled sections in

place of fabricated members for reducing tare weight and increase the

payload to achieve higher throughput: The tare weight of this wagon is 20.6t

against 22.47t of BOX ‘N’s resulting in increase in throughput by 3.2%.

Design of ‘BOST’ open wagon (BOX type) for steel loading: The wagon

would be equipped with air brakes, Casnub type bogie, lower side walls than

BOX and strengthened under frame to sustain point loading of steel

consignment. The payload of steel and coal consignments would remain

same as in BOX wagon. Speed potential will be 100 kmph.

Design of new wagon for transportation of long rail panels: On successful

trial of BRH wagon with foldable head at 85 kmph for movement of 10 rail

panels, speed certificate for operation at 75 kmph has been issued.

Development of Bogie Mounted Brake Equipment with ‘K’ type Brake Blocks

(BMBS) for freight stock: By mounting brake system over bogie, empty space

between two bogies could be effectively utilized for carrying more load.

Development of Universal Fail Safe Block Interface (UFSBI): The new Block

Interface equipment will enable existing block instrument to work on optic

fibre cable. This development will avoid laying of additional copper cable

solely for block working.

Development of Indian variants of LHB coaches: The variants of LHB, similar

to various types of coaches in service on IR, have been developed and their

manufacture has been started at RCF, Kapurthala.

Development of 350 HP MG DMU for operation on branch line MG sections

of IR.

Development of Fibre Reinforced Plastic (FRP) sleeper as an alternative to

wooden sleepers on girder bridges: After lab evaluation, field trials were

Page 1/25

carried out on 4 girder bridges for a period of one year. The field trial has

been successful. FRP sleepers have longer life and reduce use of wooden

sleepers.

Design and standardization of Low Loss Dry Type Reactor: The use of low

loss (5 kW) dry type series reactor in place of high loss (18 kW) series reactor

in shunt capacitor bay at traction sub-stations would give a saving of Rs.35

lakhs per reactor over a service life of 20 years of reactor.

Design and development of 50 kVA oil filled 25 kV/240 V single phase

auxiliary transformers for supply of power to signaling and other essential

requirements.

Development of insulated catenary to avoid parting of overhead equipment

under foot/road over-bridge and to reduce number of trippings of circuit

breakers.

Development of microprocessor based control system for locos: This is a

major achievement for IR as this is an advanced system being provided for

the first time and will considerably improve the reliability of the locomotives.

1.17.4 Quality Audit & Inspection:

Metallurgical items, rubber and plastic products, lubricants and chemicals

worth Rs.27.21 crores, in addition to signaling equipment worth about Rs.300

cores, were inspected during the year.

Around 50,000 insulators costing around Rs.8 crores were inspected with an

objective to improve reliability of insulators.

Workshops/Production Units were audited with a view to ensuring proper

quality of welding consumables supplied by different manufacturers.

Stage inspections of 47 construction projects were carried out and corrective

actions to ensure proper quality of earthwork have been suggested to

concerned Railways. Based on the observations made during inspections and

scrutiny of the quality records of the Railways, 15 quality certificates for

formation have been issued covering a total length of 174.68 km.

Page 1/26

2,505t of open web girders and 256t of welded girders were inspected and

cleared during the year.

Inspections of 38 hydraulic track lifting cum slewing devices and 3 hydraulic

rail tensor (70t capacity), 5 double action weld trimmer (power pack version),

4 rail cutting machine (saw type) and one rail drilling machine were

conducted.

1.17.5 Consultancy

Following consultancies were rendered during the year:

Study for identifying reasons for development of cracks in steel channel

sleepers laid on Gorakhpur-Lucknow section (BG) of N.E. Railway.

Rebuilding of Bridge No.93 across river Kopili of N.F. Railway.

Instrumentation of Balawali Bridge to study problem of lateral movement of

girder.

Rehabilitation of distressed Bankim Setu and road over bridge at Howrah of

Eastern Railway.

Rehabilitation of unstable formation between:

Itikayala-Kurnool Town station, Hyderabad Division, S.C. Railway

Sirhind-Jakhal Section, Ambala Division, Northern Railway

Panskura and Haldia Section of Kharagpur Division, S.E. Railway

Tandur – Mantatti station, Secunderabad Divisio, S.C. Railway.

Use of fly ash of Barauni Thermal Power Plant in earthwork for

construction of new BG line, Eastern Railway

Consultancy to BHEL, Haridwar for designing 28 axle special wagon for 660

MW TGS.

Study and examination for providing consultancy to Mumbai Rail Vikhas

Corporation for the introduction of the state-of-the-art EMU services in

Mumbai area.

Study and examination for providing consultancy to Delhi Metro Rail

Corporation on technical and Safety clearance.

Page 1/27

1.17.6 Test and Trials:

34 oscillation and other field trials of different rolling stock were conducted

during the year.

34 stationary/laboratory tests were conducted during the year.

1.17.7 Mobile Testing/ Scanning:

During the year, about 1.47 lakh km of track recording, against the target of

1.17 lakh km, has been achieved.

During the year, about 6,700 track km has been tested which is 85% more

than the average progress during the last 5 years.

During the year, around 9,000 km OHE recording was done on Central,

Eastern, Northern, South Eastern and Western Railways using NETRA

(Network of Electrification, Testing, Recording Apparatus) Car resulting in

reduced requirement of power blocks and improved reliability of OHE.

1.18 Personnel:

1.18.1 Industrial Relations:

The industrial relations on IR remained very cordial during 2001-02. There has

been free and frank exchange of views between the organized labour and the

management at all levels to ensure greater transparency in the decision making process.

Besides participating in the meetings of PREM (Participation of Railway Employees in

Management) Group at the Apex, Zonal and Divisional levels, leaders of both the

recognized Federations also participated in General Managers’ and Chief Personnel

Officers’ Conferences held at the Railway Board level. Participation of the recognized

Unions in Principal/Divisional Officers’ Meetings had also been ensured at the

Zonal/Divisional levels, resulting in effective and meaningful involvement of staff in

achieving the corporate objectives.

Page 1/28

1.18.2 Number of personnel:

The group-wise and department-wise break up of the railway employees as on

31.3.2002 vis-à-vis 31.3.2001 is given in table 1.21 & 1.22 below:

Table 1.21: Group-wise staff strength

Group-wise breakup As on 31.3.2001 As on 31.3.2003

Group ‘A’ 7,862 7,326

Group ‘B’ 6,970 6,295

Group ‘C’

Workshop & Artisan. 3,30,129 3,18,923

Running 84,671 84,633

Others 4,85,518 4,66,411

Group ‘D’

Workshop & Artisan 1,68,166 1,57,415

Others 4,61,992 4,30,849

Total 15,45,308 14,71,850

Table 1.22: Department-wise staff strength

Department-wise break up As on 31.3.2001 As on 31.3.2003

Administration 49237 46,773

Accounts 30342 28,464

Engineering 404554 3,80,411

Signal & Telecom 76327 72,371

Transportation 176988 1,72,872

Commercial 113672 1,08,607

Mechanical Engineering 368078 3,45,032

Stores 34361 32,182

Electrical 166590 1,65,633

Medical 52400 51,875

RPF 55683 53,177

Page 1/29

Railway Board/other Railway

offices, including RPSF

17076 14,453

Total 1545308 14,71,850 Source: Indian Railways Annual Report & Accounts 2002-03

1.18.3 Wage Bill:

The wage bill including pension etc. increased by Rs.195.83 crores touching

Rs.19,037.22 crores – a rise of 1.04% over the previous year. The average wage per

employee was up by 6.18% from Rs.1,26,650 per annum in 2001-02 to Rs. 1,33,967 in

2002-03.

The total number of personnel as on 31st March and the average annual wage per

employee for the last two years are given in the table 1.23 below:

Table 1.23: Total strength and wages

2000-01 2001-02 2002-03

Total number of personnel

(in thousands)

1,545 1,511 1,472

Average annual wage per

employee (Rs.)

1,21,281 1,26,167* 1,33,967

*Revised Source: Indian Railways Annual Report & Accounts 2002-03

1.18.4 Representation of Scheduled Castes (SCs) and Scheduled Tribes (STs)

The Ministry of Railways have ensured that the safeguards and protection are

extended to the SC/ST and OBC employees as per constitutional scheme and as per law

laid down by the Supreme Court. Special cells exist at the levels of Ministry/Railway

Headquarters/Divisions/Production Units, etc. to ensure appropriate implementation

of reservation policies as well as speedy redressal of the grievances. Special

Recruitment Drives were undertaken to fill up the backlog vacancies. During the year,

2,637 SC/ST candidates were recruited out of a backlog of 5,516 posts identified vacant

in Group ‘C’ and ‘D’ categories. Efforts are on to fill up the remaining vacant posts.

Page 1/30

The comparative position of representation of SC & ST employees on IR

(including MTPs) as on March 31,2002 vis-a-vis March 31, 2001, is given in table – 1.24

below:

Table 1.24: Representation of SC & ST employees on IR

No. of SC employees No. of ST employees As on

31.3.2002 As on

31.3.2003 As on

31.3.2002 As on

31.3.2003 Group A 1,236

(15.95%) 1,284

(17.35%) 500

(6.45%) 555

(7.50%) Group B 1,042

(15.59%) 1,104

(17.27%) 352

(5.27%) 391

(6.12%) Group C 1,32,713

(14.86%) 1,39,904 (16.03%)

54,283 (6.08%)

56,740 (6.50%)

Group D (excluding Safaiwalas)

86,222 (15.61%)

79,194 (15.04%)

41,502 (7.52%)

38,055 (7.23%)

Group D (Safaiwalas)

35,205 (63.74%)

31,136 (49.57%)

2,522 (4.57%)

2,383 (3.79%)

Total (excluding Safaiwalas)

2,21,213 (15.16%)

2,21,486 (15.67%)

99,159 (6.55%)

98,124 (6.65%)

Grand Total (including Safaiwalas)

253959 (16.39%)

256418 (16.96%)

100582 (6.49%)

99159 (6.55%)

Source: Indian Railways Annual Report & Accounts 2002-03

(Figures in brackets indicate %ages to the total staff in the respective Groups)

1.18.5 Railway Recruitment Boards:

During 2001-02, the 19 Railway Recruitment Boards recommended 7,457 Group

C candidates for appointment as against 8,111 recommended during 2000-01.

1.18.6 Service Matters

All Group B (non-gazetted), C and D Railway employees (excluding RPF/RPSF

Personnel) were sanctioned productivity linked Bonus equivalent to 59 days’ wages for

2002-03. This benefited about 14.4 lakh employees. RPF/RPSF Group C and D

personnel were sanctioned ad hoc bonus equivalent to 30 days’ wages for the year.

Page 1/31

1.18.7 Human Resource Development (HRD) and Manpower Planning:

Human Resource Development strategies on IR have been reoriented towards

enhancing competitiveness in the context of internal and external changes taking place

to meet the challenges being faced by IR. In addition to in-house training facilities,

railway men are being provided specialized training in the institutions in India and

abroad. Railway employees are also encouraged to improve their knowledge and skills

by acquiring higher educational qualifications in the specified areas relevant to their

work by granting incentives to them. Efforts are being made to improve the basic

infrastructure for training to provide structured training programme for better learning,

regulate manpower intake with reference to emerging business needs and financial

viability of the system.

The following 6 centralised Training Institutes (CTIs) cater to be training needs of

railway officers:

Railway Staff College, Vadodara

Indian Railways Institute of Civil Engineering, Pune

Indian Railways Institute of Signal Engineering and Telecommunications,

Secunderabad.

Indian Railways Institute of Mechanical & Electrical Engineering,

Jamalpur

Indian Railways Institute of Electrical Engineering, Nasik.

Indian Railways Institute of Transport Management, Lucknow.

Apart from probationary training, the CTIs also cater to the specialized training

needs of serving officers. The Railway Staff College imparts training in General

Management, Strategic Management and function related areas for serving railway

officers. Other CTIs conduct specialized technical training courses in respective

functional areas. Training programmes on Information and Technology are also being

conducted by the CTIs to provide solutions for information management and decision

support requirements. Need based special courses conducted by CTIs and facilities

offered by them for trainees from abroad and non-Railway organizations in India have

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been well appreciated. The training programmes emphasize on learning with a

purpose and professional approach. In addition to in-house faculty, faculties having

diverse experience in business, industry and government are utilized to relate academic

concepts to practical problems to meet the changing needs arising out of technological

development and socio-economic transformation.

Training needs of non-gazetted staff are being taken care of by over 177 training

centres located across the railway system. Training has been made mandatory at

different stages for staff belonging to some of the safety categories. In fact, some

categories of staff who are overdue for refresher training are taken off duty till

completion of the said training.

During 2001-02, a total of 5,130 officers and 2,16,518 non-gazetted staff

underwent different types of training programmes.

1.18.8 Railway Health Services:

Comprehensive Health Care Services are provided to about 80 lakh railway

employees/beneficiaries through a network of 584 health units, 124 hospitals including

5 super-speciality hospitals and 9 apex referral Hospitals. There are 13,758 in-patient

beds in this network. Budgetary allocation during the year for railway health services

was Rs.611.08 crores. Close liaison and collaboration is maintained with Central, State

and local administrative authorities for implementation of various national health

programmes on the Railways.

Highlights of performance in health care are given below:

Number of O.P.D. patients attended during the year 3,03,83,563

Number of patients admitted for treatment 4,40,468

Major surgical procedures conducted 32,329

Bed occupancy ratio 62.76

Average length of stay (ALS) 6.68 days

Average Hospital mortality rate among total admissions 1.96%

Page 1/33

Man days lost due to sickness 1.86%

No. of tests conducted for HIV 51,864

Pool Size of HIV positive persons as on 31.3.2002 2413

Crude birth rate 9.82/1000

population

1.18.9 Staff welfare:

IR’s welfare schemes cover a wide spectrum of activities in areas of education,

medicare, housing, sports, recreation and catering.

Staff Benefit Fund is an important channel for providing additional facilities to

railway employees and their families in the spheres of education, recreation, medicare,

sports, scouting and cultural activities. Dispensaries under the indigenous systems of

medicine, viz. Ayurvedic and Homeopathic, are also run with the help of this fund.

Over 44% staff have been provided with railway quarters. 2,235 additional staff

quarters were electrified during 2001-02.

253 canteens served subsidized meals and refreshments to employees during the

year at their work places all over IR.

Co-operative societies of various types are also encouraged as a part of welfare

programme for employees. Besides a large number of Thrift and Credit Societies, 330

registered Railwaymen’s consumer Co-operative Societies, 20 Railwaymen’s Co-

operative Housing Societies and 34 Labour Contract Co-operative Societies functioned

on IR during 2001-02.

IR attaches due importance to recreation for their employees and provides

excellent facilities through Institutes/Clubs for sports, libraries, etc. IR runs Holiday

Homes to enable the employees and their families to enjoy holidays at nominal

expenses.

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1.18.10 Pension Adalats:

The long-standing disputes or delays in the settlement of dues of superannuated

employees are decided on the spot in Pension Adalats organized at Zonal and

Divisional Headquarters level. 6,219 cases were decided in the Pension Adalats held

during the year.

1.18.11 Railway Minister’s Welfare and Relief Fund:

The fund provides financial assistance and relief to railway employees and their

families in times of distress. The voluntary contributions from the employees and

Railway Women’s Welfare Organizations constitute the primary source of the Fund. In

2001-02, a sum of Rs.12.30 lakhs was sanctioned from the Fund as relief to the railway

employees.

1.18.12 Outstanding Achievements in Sports:

IR is a dominant force on the National Sport scene and has produced

outstanding sportspersons for the Indian Teams in the International Meets in various

disciplines.

IR sports persons won 19 national titles during 2001-02. The titles in Men’s

section were for Athletics, Ball Badminton, Power lifting, Wrestling (FS), Wrestling

(GR), Cricket, Gymnastics, Volleyball, Cross Country (4 km), Cycling Track) and Table

Tennis. In Women’s section, the titles won were for Athletics, Basketball, Cross country

(4 km), Cross country (8 km), Cricket, Hockey, Kabaddi and Volleyball. IR’s Men

Cricket Team won the Ranji Trophy Championship for the first time in the history of the

Railways. The Athletics Team won the World Railways Championship in Men’s section

and stood runners up in Women’s section. 3 Railways’ Cricketers viz. Sanjay Banger,

Harvinder Singh and Murali Kartik represented the country in Tests and One Day

Internationals. 8 Railway Sportspersons viz. K.M. Beenamol (Athletics), Yadavendra

Vashishta (Athletics), Sebastian Xavier (Swimming), T Chanu (Hockey), Madhu Yadav

(Hockey), Naresh Kumar (Wrestling), Kirpa Shankar Patel (Wrestling) and P.V.

Ramanna (Volleyball) were honoured with Arjuna Award during the year.

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1.19 Summary:

From the data given in this chapter, it is seen that on the Indian Railways

substantial progress has been made to improve the throughput on the railway system

during the last 50 years. The summary of achievements made on the Indian Railways is

as under.

Even though the volume of both passenger and traffic has increased

substantially, yet, the number of manpower has been reduced systematically over the

years. There have been large scale technological inputs also, viz. introduction of

Computerized Passenger Reservation System, introduction of modern state-of-art three

phase technology Locomotives, replacement of steam locomotives by diesel and electric

locomotives, improvement in the coach and wagon designs, and improvements in the

signalling and telecommunicating system to ensure safety. These were introduced

without rendering any staff surplus. The staffs have been suitably trained to take up

the new assignments. After 1974, there has not been any strike on the railway system,

which really speaks high about the organization. The Railways have taken the

following actions to improve the satisfaction and motivation level of the staff:

Improvement in the housing availability

Nearly 50 to 60% employees are housed in the railway colonies.

Assured career progress in group C: The non–gazetted staff can get at least four

to six promotions during their working career span of 30 to 35 years. To achieve

this objective, the restructuring of the cadre is done on a regular basis. During

the early 90’s, the cadre restructuring was done in 1994 and now it has been

undertaken in the year 2003 so that the staff stagnating in various grades can get

further promotions. The staff are assured promotions in 12 years of service.

Systematic training to absorb new technology and to acquire new competencies

and Skills

Staff Welfare Activities:

o Many staff welfare schemes have been introduced like provision of

stadiums for staff recreation, free rail travel facilities, educational

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allowance for children, provision of institutes for recreation purposes,

provision of holiday homes at the important hill stations and other

historical important stations etc.

o On the death of railway employee, one of the dependant members is given

appointment on compassionate ground.

o The post retirement benefits are handed over to the staff on the last day of

the service.

All the above actions taken have been responsible to satisfy the staff and staff

have been motivated to give better outputs. These are the practical aspects. However,

to understand the concept of motivation, theoretical material on motivation authored by

key authors has been discussed in the chapter III.

The Indian Railways are also facing certain problems recently and the working of

the organization has to be suitably changed so that the railway organization is in a

position to adopt itself to the changing environment and to face the competition with

road and waterways effectively. In achieving the above objectives, it is essential that the

Railways must have suitable, trained, motivated and satisfied labour so that with their

dedicated output, the challenges that the Indian Railways are facing now can be

suitably met.

CHAPTER 2

KEY ISSUES AND PROBLEMS BEING FACED BY INDIAN

RAILWAYS

2.1 The Indian Railways- Back ground:

The Indian Railways (IR) has been playing a crucial role in the social, political

and economic life of the country. IR’s transportation network has helped greatly in

weaving India into a nation. This network has not only integrated markets but also

people across the length and breadth of this huge country. IR’s role in times of war or

natural calamities has also been commendable. It has always risen to the occasion and

transported men and materials in large numbers at short notice. It is because of all

these reasons that IR is one of the foremost institutions of the country today.

2.2 Competitive Environment:

As the growth of the country’s economy accelerates, the supply of all

transportation services will also have to accelerate accordingly. With an increasingly

competitive environment in the world, the cost incurred in transportation will also have

to be increasingly competitive with similar services provided elsewhere, with

competitiveness being measured in terms of both cost and quality of services. India

having a large continental economy, the role of the Indian Railways in providing such

competitive services will be a critical part of the solution to Indian’s infrastructure

needs.

2.2.1 Infrastructure services have long been seen as the domain of the public sector

mainly in view of the general characteristics of many segments of infrastructure

services. It is useful to distinguish different infrastructure services according to their

characteristics and the nature of their usage:

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Open Access Services: Those services from which people cannot be easily

excluded such as public lighting, intra city roads, public water supply and the

likes.

Limited Access Services: These are typically services that can be provided on

an exclusive basis. Such services can be provided for users who pay principal

so that those who cannot pay can be excluded. Such services can, in

principle, be self-financing through the provision of user charges. Should

there be overwhelming social and other reasons for providing these services

at less cost to specific classes of consumers, this could always be done on a

transparent subsidy basis.

2.2.2 Subsidy to Passenger traffic by freight segment:

The Railways clearly fall in the latter category of services. Unlike the usage of

roads, it is easy to exclude both freight users and passengers from the usage of railway

services without adequate payment in return. However, a tradition has been built up to

see the Railways as a part of essential public service, the usage of which should not be

denied to even those who are unable to pay fully. The freight users have been seen as

those classes of users who can easily pay more for the railway services they consume.

Similarly, the passengers using higher classes of services are also seen as those who can

pay adequately and even more. It is the users of lower class passenger services who are

seen to have inadequate ability to pay and are therefore charged inadequate tariffs.

Consequently, freight services subsidize passenger services as a whole and upper class

passengers subsidize others.

2.3 Difficult financial Scenario:

These tendencies got accentuated in the 1990’s and the economics of IR are now

extremely vulnerable. For the first time in 17 years, in 2000-01, IR was not able to pay a

dividend to the government on its past investment. This situation has continued in

2001-02, and it is a financial crisis. Its ability to invest adequately in providing efficient

and cost competitive services in the future is seriously in question. Thus IR is in a

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watershed period in its history today and therefore drastic action needs to be taken in

different areas to make the proud organization the country’s pride once again.

2.4 New competitive pressures:

Apart from the internal difficulties that IR suffers today, the economic reforms of

the 1990’s have also subjected it to great external pressures. With the opening up of the

economy in 1991, and trade and tariff reforms accompanied by different measures of

internal deregulation, the Indian firms have become more and more conscious of all

their cost elements. In an open economy framework, the internal prices of goods have

to, more or less, follow global prices except as mediated by the existing level of

customary tariffs. With the drop in international transport cost, the natural protection

enjoyed by the domestic industries has also fallen. The consequence is that, for the

domestic firms to be competitive in their works, the cost of infrastructure has to be more

competitive as compared to those in other countries.

2.5 Drop in Railways’ Share of Traffic:

2.5.1 The competition has been increasing across all sectors of the economy and the

transportation business is no different. Over the years, the Railways has faced stiff

competition from the roadways. After trucking was deregulated in the 1980’s, the road

transportation has grown rapidly and that has affected the Railways’ market share. The

features like greater customer orientation, and flexibility and lower cost for short leads

are increasing the share of roadways even in bulk commodities that have traditionally

been a stronghold of the Railways.

2.5.2 The companies that used a “cost plus” approach to pricing are finding that their

bottom-lines are under pressure. The public sector undertakings that purchase

transport services have to find means of reducing their costs or become un-competitive.

The private sectors have become even more cost conscious than before.

2.5.3 Over the last decade, the proportion of the total production of bulk commodities

that was transported by rail has gone down in almost all commodities. IR has seen a

slowdown in the rate of growth of freight cargo transportation. The annual growth

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rate, measured in ‘net tonne kilometre’, averaged 5.33 % between 1984 to 1991, but

dropped to 1.86 % in the next eight years 1992-99.

2.5.4 The road dominance is likely to increase even further with the measures the

Government has already set in motion for the road sector like the four-laning of the

“Golden quadrilateral” and the development of new expressway stretches. The

increasing use of pipelines for the transportation of POL products is likely to further

reduce the demand for transportation of POL products by rail in the future.

2.5.5 Coastal Shipping;

The coastal shipping and inland waterways enjoy advantages in terms of a

ready-made infrastructure, favourable levels of energy efficiency, and support through

Government policy for their growth. In the recent times, the coal and cement have

started moving in significant volumes through coastal shipping.

One of the reasons for the decline in the Railways’ market share, particularly in

the freight business, has been the pricing of its services. The ratio of average passenger

fare to the average freight tariff for the Indian Railways is amongst the lowest in the

world.

The Railways therefore have to invest and reorganize itself in significant fashion

over the next 5 to 10 years in order to meet these new challenges.

The quality and cost of infrastructure of freight transport are especially of critical

importance for a country seeking foreign investments. They influence trans-national

corporations in their decisions as to where new investments should be located. Cost

reductions and increased speed of freight movements over the past few decades have

increasingly been based on multi-modal transport involving containerization, which

requires interactive coordination between shippers, rail, port, air and road freight

agencies. These developments call for a basis change in IR’s approach to freight

transportation.

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2.6 Impending financial crisis:

2.6.1 The Indian Railways is at present in a financial crisis. Its ability to invest

adequately in providing efficient and cost competitive services in the future is seriously

in question.

2.6.2 Since independence, the investment in IR has been controlled in a manner similar

to all other public investments through the central planning process. It has been

financed through a combination of internal generation, budgetary support from the

Government and market borrowings. The availability of government finance has varied

over time depending on the state of public finance in the country and changing relative

priorities. There is a large backlog of investment that IR needs in order to finance major

modernization and capacity expansion requirements.

2.6.3 The internal generation of funds has come under severe pressure after the

implementation of the recommendations of the Fifth Central Pay Commission. The

share of the budgetary support in the Plan Outlay has been coming down over the years

from 75 per cent during the Fifth five year plan to 23 per cent during the Eight five year

plan.

2.6.4 Financial Situation of the Government: In recent years the financial pressures

on the Government have increased. In order to understand the current fiscal

predicament of the Central Government, it is necessary to examine the pattern of

Central Government expenditure and revenues over the last 20 years at least. As

already mentioned above, the key threat to sustainable economic growth and to

economic security is the substantial decline in investment expenditures made by the

Government.

2.6.5 The total expenditure of the Central Government increased from an average of

16.8 per cent of GDP in 1980-85 to about 20.5 per cent in 1985-90 and has then declined

to between 16 to 17.5 per cent in the late 1990’s. At the same time non-plan expenditure

has increased substantially from about 10 per cent in the early 1980’s to about 13 per

cent of GDP now. What is most notable is the very significant increase in expenditure

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that occurred in the second half of the 1980’s. These increases took place in almost all

categories of non-plan expenditure such as interest payments, defence expenditure,

subsidies, pensions, and loans to States. During this period other non-plan

expenditures, which consist mostly of salary payments to government servants,

remained roughly stationary at about 2.25 per cent of GDP. Plan expenditures were

kept at about 6.5 per cent of GDP throughout the 1980’s. Correspondingly capital

expenditures of central government were sustained at levels of 6 per cent to 7 per cent

of GDP. However, both plan expenditures and capital expenditures of the central

government have fallen to levels of about 4 per cent of GDP or less now. With the

increase in non-plan expenditure, particularly that in interest payments, the

government simply has no money to invest in productive activities such as the

Railways.

2.6.5 The debt service burden of the Government would not rise as a proportion of

total expenditure if the investments made by the Government from borrowings yield

adequate returns either through the generation of non-tax revenues or through tax

revenues. As the Government borrows resources from the public to invest in new

assets, the tax revenues should rise through additions to public good assets.

Improvement in public infrastructure should lead to improvement in efficiency and in

aiding new private investment, and hence to buoyancy in tax revenues. Similarly, non-

tax revenues should rise through increasing dividends from public enterprise

investment in infrastructure and other activities. If, however, resources are borrowed

for investment in activities that do not yield adequate returns, debt service payments

will rise continuously as a proportion of total revenues. This is what seems to have

happened in India in general over the last 20 years and in the Railways in particular

over the last 10 years. The return on net worth in central public sector enterprises,

excluding the petroleum companies, is not significantly different from zero. Thus

investments made in infrastructure or other activities through public sector enterprises

have not yielded pecuniary returns to the Government. Wrong pricing polices,

inefficient public enterprise operations, and other difficulties have all contributed to this

situation of low returns. With the Government running a revenue deficit since the early

1980’s, all government and public sector investments have come from resources

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borrowed by the Government. In the absence of any returns from such investments,

debt service payments are bound to become an increasing burden.

2.7 Quality and Cost of Railway Investment:

2.7.1 Every rupee of investment such as that in the Railways comes from sources

borrowed at market interest rates in the capital market. The capital-at-charge

committed by the Central Government in the Railways is at 7 per cent dividend rate,

and therefore results in further loss to the Central Government. Hence, although the

Indian Railways may have a justifiable claim on the Central Government for resources

for investment in the public interest, the fiscal situation of the Central Government is

such that it may be simply incapable of providing the volume of resources required by

IR to be competitive in the future. It has to be much more careful in the investment it

makes so that it obtains returns at least equivalent to the cost of funds in the market

regardless of whether they are raised directly by the Railways or through

intermediation of the Central Government.

2.7.2 Today IR is on the verge of a financial crisis. The loss of market share in the

profitable freight business, lack of flexibility in pricing, high cost of internally sourced

products and services together with investments in unremunerative projects have

meant that the rate of growth in revenues has been outstripped by the rate of increase in

costs. The revenues have grown at the rate of 13 per cent per annum over the last ten

years. The costs too have grown at the rate of 13 per cent per annum during this period.

However, in the last five years, the costs have grown faster than revenues.

2.7.3 Investment in unremunerative projects has escalated during the 1990’s. First the

adoption of the uni-gauge project that has involved large investments during this

period has been particularly harmful to the finances of IR. Whereas, it is possible that

economic returns from this project may be felt over the long term, though many experts

even dispute this, it is clear that there have been short-term impacts. Second, the

temptation to begin a myriad of new lines for political reasons has been much greater

during the politically fractured 1990’s. Although the progress in actual investment in

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these new lines is minuscule, this activity does divert engineering and managerial

resources to a significant extent, detracting from other serious tasks.

2.7.4 Revenue growth has also probably suffered from the saturation of freight traffic

on trunk routes, particularly on the golden quadrilateral. This is partly due to the large

differential in speed between passenger and freight trains, which severely constrains

the freight carrying capacity of trunk routes. Thus expansion of traffic on these routes

requires both managerial action and investments on new technology to raise the speed

of freight trains significantly.

2.7.5 These problems have essentially resulted from the wrong structure of IR that

devalues accountability at every level. Rising employee costs, poor productivity and

declining budgetary support have compounded the problem. Staff costs, which account

for about 50 percent of the costs, have been growing the fastest. This percentage is

likely to increase even faster with the implementation of the recommendations of the

5rh Pay Commission. The relatively low levels of employee productivity in the Indian

Railways compound the problem of having large workforce.

2.7.6 The proportion of expenditure on repairs and maintenance has been declining

steadily over the years. The strain on the Railways’ resources has also prevented

adequate investment in track renewals and other safety related areas. This is another

consequence of the uni-guage project. Consequently the arrears of track renewals have

grown from 3,548 km to 12,260 km over the last ten years. Though the overall number

of accidents and the number per million train kilometers have shown a declining trend,

the absolute numbers are still high with scope for improvement.

2.7.7 In addition to the requirements for new investment for modernization and

remunerative capacity expansion, IR now has considerable backlog of investment for

track maintenance and repair. The existing managerial, financial and accounting

systems are such that these new financial requirements cannot be met in a business

situation with usual scenario.

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2.7.8 To arrest the steep-decline in share and to improve the quality of its services, the

Railways need to increase investments in infrastructure. However, if the existing trends

of increase in costs, uneconomical tariff setting and investments in unremunerative

projects were to continue, it would be impossible for the Railways to generate funds

internally for these investments. An “As is” scenario, constructed by assuming that

there are no significant changes in the performance, projects that by 2003 the Railways

would have an operating deficit of Rs. 3700 crores. The recent trends indicate

budgetary support is unlikely to account for more than 25 per cent of the plan outlay.

In this situation the Railways’ dependence on borrowings is likely to increase

substantially and lease payments are expected to grow from Rs. 1974 crore per annum

in 1998 to Rs. 5000 crore per annum by 2003. Clearly continuing the current system of

railway operations into the future is not a feasible option.

2.8 World Trends- Need for Restructuring:

2.8.1 After a relatively stable period experienced by the railway systems around the

world since the Second World War, there has been widespread reforms in most

railways over the last twenty years. On line with the changes that have taken place in

India’s economic environment, IR also has to undergo major structural change in its

organization if it is to serve the emerging needs of the country; this is the considered

view of the Expert Group.

2.8.2 When infrastructure facilities are developed by the State or State agencies, there

is typically little connection between cost of funds and the returns from the investment.

Efficiency of investment has assumed new importance in the context of fiscal

stringency. Ironically, as the state of public finance has become more difficult in India

in the 1990’s, the efficiency of investment in the Railways has declined particularly

during this period.

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2.9 Issues facing Indian Railways:

2.9.1 Customer Needs and Expectations:

The customers of freight transport service typically want higher reliability of

service, flexible solutions that make the right kind of capacity available at the right

place at the right time, ‘one stop shopping’ with intelligible and simple documentation,

customer-friendly interface and competitive and stable prices.

Imports and exports can be expected to increase their share in an economy where

the opening to terrace is till incomplete. The quality of service and cost will have to be

particularly competitive in this traffic segment.

Passenger services can be segmented into long distance, inter-city and suburban

transport. They can also be clubbed under two heads, value and premium, depending

on the quality of services provided. The business traveler segment is relatively price

insensitive and is willing to accept a fairly high price for good service and flexible

reservation conditions. With increasing incomes, the demand for leisure travel can be

expected to increase for the indefinite future. Given the long distances in the country,

those who not able to afford air travel will find the Railways the most convenient form

of travel.

India’s urban population growth is projected to accelerate further. This implies

that growth in suburban railway traffic will continue in the medium term. Demand for

inter-city travel will also increase, particularly in the premium segments. Thus the

rationalization of passenger fares is crucial for IR’s survival, both suburban as well as

intercity.

The urban commuter expects fast, reliable and regular suburban and intra-urban

services at confessional season ticket rates. The inevitable growth in urbanization and

the generally greater level of awareness of the urban commuter will only add to the

problem.

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Urban commuters are receiving a heavy subsidy due to the excessive

confessional season ticket rates. The rationalization of these fares will also be critical.

The lack of customer focus is characteristic of the “government department”

attitude of IR. Competing modes of transport (primarily road transport) are far more

responsive to market requirements. National Highway Development Projects linking

the four metro cities are likely to provide the biggest threat to the Indian Railways’

freight and passenger shares. Frequent air-conditioned bus services will increase

tremendously with the availability of fast, quality four lane highways.

2.9.2 Lack of clarity Regarding purpose:

IR suffers from a split personality. On the one hand, at least since the separation

of accounts in 1924, the Government sees the IR by itself as a commercial organization.

It should therefore be financially self-sufficient. On the other hand, as a department of

the Government, the Government sees it as social organization that must be subservient

to fulfilling the social needs as deemed fit. It is now essential for IR’s commercial and

social roles to be clarified. The social role requires distinct resources and efforts, for

which the accounting system must be enabled to reflect through costs adequately.

Since the objectives for commercial activities are different from those for social

activities, separate parameters to assess performance need to be identified. Commonly

accepted financial parameters like revenues, profits, return on capital employed, etc.

could be used to assess performance of all commercial projects. For social projects,

operational parameters such as improvement in connectivity, increase in the traffic, etc.

could be used.

2.9.3 Outdated Business Structure:

A contemporary business structure that is aligned with the organizational

strategy is a pre-requisite for success. The structure should allow the organization to

focus on its core strengths/businesses. It should also empower employees to take quick

decisions with the objective of enhancing customer satisfaction. Measured against these

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criteria, the Railways businesses structure requires changes. These are basically due to

two reasons:

Functioning as a Government Department: IR currently functions as a

Government department. This has limited its flexibility to respond to

changes in the market place. The inability to change prices in response to

increase in costs or the market scenario highlights the various

compulsions under which the Railways operates. In comparison,

competing modes of transport (primarily road transport) are far more

responsive to market requirements. In an economic scenario where

transporters are increasingly competing on customer service, the lack of

market focus and flexibility is a serious drawback for the Indian Railways.

High Degree of Vertical Integration: The high degree of vertical

integration has resulted in its diversification from its core business of

transportation to other activities. IR also runs manufacturing facilities for

its coaches and locomotives, catering facilities for its passengers, and

educational and medical facilities for its employees. While it was

perfectly necessary to adopt an integrated model in the past, the structure

has its limitations in the current context. In the new context, it is

necessary to examine the necessity of each of these activities critically.

The presence in a variety of peripheral businesses also takes up

management time and reduces focus on the core transportation business.

Today, there exist capable suppliers for many of the products and services that

the IR currently generates in-house. By being vertically integrated IR has reduced its

cost competitiveness and is finding it difficult to keep pace with technology in select

areas.

2.9.4 Lack of Autonomy- Political Control:

Although the Railway Board is currently provided considerable autonomy

within the existing framework, the organization has historically been subject to

significant political pressures. As a result, the Railways have often found it difficult to

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take decisions that may be beneficial from a commercial viewpoint but are perceived to

be politically unpopular particularly in the area of pricing of passenger services. Other

infrastructure sectors in India (Power, Telecom) have made considerable headway in

finding institutional solutions to conflicts of interest of this type.

2.10 Indian Railways- Purpose:

The Indian Railways is at a watershed. As has been brought out clearly, IR faces

a serious threat due to its inability to adapt to the changing external environment. If IR

is to continue its vital role in the future development of the nation, it has to rethink its

very purpose of existence.

2.11 Importance of purpose of Statement:

To effectively discharge its numerous responsibilities, it is important that the

entire IR organization work in concord towards a common stated purpose. A good

purpose statement should address the four basic questions:

What do we do?

For whom do we do this?

What should we aim at?

How does it help the society?

To meaningfully address its role as an engine of national growth, the Railways

needs to offer compelling values to its target segments. Profitable growth would be met

through a combination of clear strategy that focuses on customer orientation and allows

the best value to be delivered to the customer, and financial discipline to continuously

reduce costs.

These concerns as also the over-riding objectives of playing a central role in

India’s overall economic growth and helping to integrate the country through phased

and sustainable expansion plans figure in the draft purpose statement for IR that has

been proposed by the Expert Group. The purpose statement is aimed to help the

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management to respond to a dynamic environment, help guide the Indian Railways out

of the present crisis and put it on a path of sustained growth and profitability.

2.12 Summary: It is quite clear that, even though during the last 50 years the Indian

Railways have made substantial progress in different areas, it is now saddled with the

following serious problems:

Overaging assets

Saturation of routes

Severe competition from road and costal shipping, there by reducing its

percentage share substantially.

Cross subsidization of passenger services by freight traffic

Impending financial crisis

Quality and cost of railway investment

Need for active role for human resource development. The staffs have to be

continuously trained to absorb the latest technology.

The manpower has to be reduced so that with the right sizing of the

manpower the staff costs can be reduced.

Staff have to be motivated through suitable training to take care of its

customers and become customer friendly.

The staff have to be suitably motivated to improve productivity.

From the above discussions, it is quite evident that the manpower of the

Railways has to play a challenging role in the continuously changing external

environment in which the railway system works. It will be the responsibility of the

higher management of the Railways to ensure that by suitably motivating the staff, the

Railways are wriggled out of the difficult situation in which they are operating now. If

the railway administration fails to take care of the changing needs of its manpower,

then it will be an impossible task for the Indian Railways to sustain its operations and

take a leading role in the overall development of the country.

CHAPTER 3

MOTIVATION THEORY

3. Introduction: Abraham H. Maslow, father of motivation theory, presented 15

propositions that must be kept in view while tackling any problem dealing with the

motivation level in an organization. The brief details of these propositions are discussed

in this chapter.

3.1 Holistic Approach:

The first proposition states that the individual is an integrated, organized whole.

That it is an experimental reality. In motivation theory, this proposition means many

specific things. For instance, it means the whole individual is motivated rather than just

a part. There is no such entity as a need of the stomach or mouth, or a genital need.

There is only a need of the individual.

Dealing with hunger as a function merely of the gastrointestinal tract has made

experimenters neglect the fact that when individuals are hungry they change not only

in their gastrointestinal functions, but in many, perhaps, even in most other functions of

which they are capable. Perceptions change; memories change; emotions change i.e. the

content of thinking changes. This can be extended to almost every other faculty,

capacity, or function, both physiological and psychic. In other words, when people are

hungry, they are hungry all over; they are different as individuals from what they are at

other times.

3.2 Paradigm for Motivational States:

The choice of hunger as a paradigm for all other motivational states is both

theoretically and practically unwise and unsound. It can be seen upon closer analysis

that the hunger drive is more a special case of motivation than a general one. It is more

isolated than other motivations; it is less common than other motivations and finally, it

is different from other motivations in that it has a known somatic base, which is

unusual for motivational states.

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The common assumption has been that all drives will follow the example set by

the physiological drives. It is fair to predict now that this will never be. Most drives are

not isolable, nor can they be localized somatically, nor can they be considered as if they

were the only things happening in the organism at the time. The typical drive or need

or desire is not and probably never will be related to a specific, isolated, localized

somatic base. The typical desire is much more obviously a need of the whole person. It

would be far better to take as a model for research such a drive, let us say, as the desire

for money rather than the sheer hunger drive, or even better, rather than any partial

goal, a more fundamental one, like the desire for love. Considering all the evidence now

in hand it is probably true that we could never understand fully the need for love no

matter how much we might know about the hunger drive. Indeed a stronger

assessment is possible, namely that from a full knowledge or the need for love we can

learn more about general human motivation than we could from a thorough study of

the hunger drive.

3.3 Means and Ends:

If we examine carefully the average desires that we have in daily life, we find

that they have at least one important characteristic that they are usually means to an

end rather than ends in themselves. We want money so that we can have an

automobile. In turn we want an automobile because the neighbors have one and we do

not wish to feel inferior to them, so we can retain our own self-respect, and so we can be

loved and respected by other. The particular desires that pass through our

consciousness dozens of times a day are not in themselves so important as what they

stand for, where they lead, what they ultimately mean upon deeper analysis.

It is characteristic of this deeper analysis that it will always lead ultimately to

certain goals or needs behind which we cannot go, that is, to certain need satisfactions

that seem to be ends in themselves and seem not to need any further justification or

demonstration. These needs have the particular quality in the average person of not

being seen directly very often but of being more often a kind of conceptual derivation

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from the multiplicity of specific conscious desires. In other words, then, the study of

motivation must be in part the study of the ultimate human goals or desires or needs.

3.4 Unconscious Motivation:

These facts imply another necessity for sound motivation theory. Since these

goals are not often seen directly in consciousness, we are at once forced into the

necessity of dealing with the whole problem of unconscious motivation. Careful study

of the conscious motivational life alone will often leave out much that is as important or

even more important than what can be seen in consciousness. Psychoanalysis has often

demonstrated that the relationship between a conscious desire and the ultimate

unconscious aim that underlies it need not be at all direct. Indeed the relationship may

actually be a negative one, as in reaction formations. We may then assert that sound

motivation theory cannot possibly afford to neglect the unconscious life.

3.5 Commonality of Human Desires:

There is now sufficient anthropological evidence to indicate that the fundamental

or ultimate desires of all human beings do not differ nearly as much as do their

conscious everyday desires. The main reason for this is that two different cultures may

provide two completely different ways of satisfying a particular desire, let us say, for

self-esteem. In one society, one obtains self-esteem by being a good hunter; in another

society being a great healer or a bold warrior, or a very unemotional person and so on.

If we think of ultimates, the one individual desire to be a good hunter has the same

dynamics and the same fundamental aim as the desire of the other individual to be a

good healer. We may then assert that it would be more useful to combine these two

seemingly disparate conscious desires into the same category than to put them into

different categories on purely behavioral grounds. Apparently ends in themselves are

far more universal than the roads taken to achieve those ends, for these roads are

determined locally in the specific culture. Human beings are more alike than one would

think at first.

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3.6 Mutiple Motivations:

A conscious desire or a motivated behavior may serve as a kind of channel

through which other purposes may express themselves. There are several ways of

showing this. For instance, it is well known that sexual behaviour and conscious sexual

desires may be tremendously complex in their underlying, unconscious purposes. In

one individual sexual desire may actually mean the desire to assure himself of his

masculinity. It may in other individuals represent fundamentally a desire to impress or

a desire for closeness, friendliness, for safety, for love, or for any combination of these.

Consciously the sexual desire in all these individuals may have the same content, and

probably all of them would make the mistake of thinking that they seek only sexual

gratification. But we now know that this is not correct, and that it is useful to deal in

understanding these individuals with what the sexual desire and behavior represent

fundamentally rather than what the individual consciously thinks they represent.

3.7 Motivating States:

In a certain sense almost any state of affairs of an organism whatsoever is in itself

also a motivating state. Current conceptions of motivation seem to proceed on the

assumption that a motivating state is a special, peculiar state, sharply marked off from

the other happenings in the organism. Sound motivational theory should, on the

contrary, assume that motivation is constant, never ending, fluctuating, and complex,

and that it is an almost universal characteristic or practically every state of affairs of an

organism.

3.8 Satisfactions Generate New Motivations:

The human being is a wanting animal and rarely reaches a state of complete

satisfaction except for a short time. As one desire is satisfied, another pops up to take its

place. When this is satisfied, still another comes into the foreground, and so on. It is a

characteristic of human beings throughout their whole lives that they practically always

desire something new. We are faced then with the necessity for studying the

relationships of all the motivations to each other and we are concomitantly faced with

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the necessity of giving up the motivational units in isolation if we are to achieve the

broad understanding that we seek.

3.9 Impossibility of Listing Drives:

We should give up the attempt once for all to make automatic lists of drives or

needs. For several different reasons such lists area theoretically unsound. First of all,

they imply an equality of the various drives that are listed, an equality of potency and

probability of appearance. This is incorrect because the probability of any one desire

emerging into consciousness depends on the state of satisfaction or dissatisfaction of

other prepotent desires. There are great differences in probability of appearance of the

various particular drives.

Second, such a listing implies an isolatedness of each of these drives from each of

the others. Of course they are not isolated in any such fashion.

Third, such a listing of drives, since it is usually made on a behavioral basis,

neglects completely all that we know about the dynamic nature of drives, for example,

that their conscious and unconscious aspects may be different and that a particular

desire may actually be a channel through which several other desires express

themselves.

3.10 Classifying Motivation according to Fundamental Goals:

The weight of evidence now available seems to indicate that the only sound and

fundamental basis on which any classification of motivational life may be constructed is

that of the fundamental goals or needs, rather than any listing of drives in the ordinary

sense of instigation. It is only the fundamental goals that remain constant through all

the flux that a dynamic approach forces upon psychological theorizing.

Certainly motivated behavior is not a good basis for classification; since we have

seen that it may express many things. The specific goal object is not a good basis for

classification for the same reason. A human being having a desire for food, behaving in

the proper fashion to get it, and then chewing and eating it, may actually be seeking

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safety rather than food. An individual going through the whole process of sexual desire,

courting behavior, and consummately love making, may actually be seeking self-esteem

rather than sexual gratification. The drive as it appears introspectively in consciousness,

the motivated behavior, and even the explicitly apparent goal objects or effects sought

for are none of them a sound foundation on which to base a dynamic classification of

the motivational life of the human being. If only by the process of logical exclusion

along we are finally left with the largely unconscious fundamental goals or needs as the

only sound foundations for classification in motivation theory.

3.11 Inadequacy of Animal Data:

Academic psychologists have relied largely on animal experimentation in

working in the field of motivation. It is a truism to say that a white rat is not human

being, but unfortunately it is necessary to say it again, since too often the results of

animal experiments are considered the basic date on which we must base our theorizing

of human nature. Animal data certainly can be of great use, but only when they are

used cautiously and wisely.

There are certain further considerations that are pertinent to the contention that

motivation theory must be anthropocentric rather than animalcentric. First let us

discuss the concept of instinct, which we can define rigidly as a motivational unit in

which the drive, motivated behavior and the goal object or the goal effect are all

appreciably determined by heredity.

As we go up the phyletic scale there is a steady trend toward disappearance of

the instincts so defined. For instance, in the white rat it is fair to say that, by our

definition, there are found the hunger instinct, the sex instinct, and the maternal

instinct. In the monkey the sexual instinct has definitely disappeared, the hunger

instinct has clearly been modified in various ways, and only the maternal instinct is

undoubtedly present. In the human being, by our definition, they have all three

disappeared, leaving in their place conglomerations of hereditary reflexes, hereditary

drives, autogenous learning, and cultural learning in the motivated behaviour and the

choice of goal objects. Thus if we examine the sexual life of the human being we find

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that sheer drive itself is given by heredity but that the choice of object and the choice of

behaviour must be acquired or learned in the course of the life history.

3.12 Environment:

So far we have spoken only of the nature of the organism itself. It is now

necessary to say at least a word about the situation or environment in which the

organism finds itself. We must certainly grant at once that human motivation rarely

actualizes itself in behavior except in relation to the situation and to other people.

Motivation must of course take account of this fact by including the role of cultural

determination in both the environment and the organism itself.

3.13 Integrated Action:

Any motivation theory must take account not only of the fact that the organism

behaves ordinarily as an integrated whole, but also of the fact that sometimes it does

not. There are specific isolated conditionings and habits to account for segmental

responses of various kinds, and a host of phenomena of dissociation and lack of

integration that we know about. The organism furthermore can even react in non-

unitary fashion in daily life as and when we do many things at the same time.

Apparently the organism is mot unified in its integration when it is successfully

facing a great joy or creative moment or else a major problem or a threat or emergency.

But when the threat is overwhelming or when the organism is too weak or helpless to

manage it, it tends to disintegrate. On the whole, when life is easy and successful the

organism can simultaneously do many things and turn in many directions.

3.14 Unmotivated Behaviors:

Not all behaviors or reactions are motivated, at least not in the ordinary sense of

seeking need gratifications, i.e. seeking for what is lacked or needed. The phenomena of

maturation, of expression, and of growth or self-actualization are all instances of

exceptions to the rule of universal motivation, and had much better be considered

expression rather than coping.

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3.15 Possibility ofAttainment:

Dewey and Thorndike have stressed one important aspect of motivation that has

been completely neglected by most psychologists, namely, possibility. On the whole, we

yearn consciously for that which might conceivably be actually attained.

As their income increases people find themselves actively wishing for and

striving for things that they never dreamed of a few years before. The average

Americans yearn for automobiles, refrigerators, and television sets because there are

real possibilities; they do not yearn for yachts or planes because these are in fact not

within the reach of the average Americans. It is quite probable that they do not long for

them unconsciously either.

Attention to this factor of possibility of attainment is crucial for understanding

the differences in motivations among various classes and castes within a given

population and among different countries and of cultures.

3.16 From the above discussions, it is clear that: -

Motivation is holistic.

There are paradigms for motivational states.

Average desires are means to an end rather than ends in themselves.

The motivation level of human being is also affected by the unconscious

desires.

The conscious desires depend upon culture. Thus culture also play an

important role in motivating human beings.

To undertake a particular work, there may be multi-motivational failure.

Motivating state is sharply marked off from the other happenings in the

organism.

Satisfactions generate new motivations.

All motivating drives cannot be listed.

Motivation levels can be classified according to fundamental goals.

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In deciding about the motivation level, the data generated by the animal

experimentation is inadequate.

Environment plays an important role in motivating human beings.

The organisms may behave both as integrated as well as un-integrated model.

There may be behaviours of human beings at times, which are not related to

motivation.

Possibility of attainment is also an important factor in determining the

motivation level of employees.

CHAPTER 4

MOTIVATIONAL DYNAMICS

“THE CONCEPT OF MOTIVATION”

4.1 Managing People at Work:

4.1.1 Organizations are social systems. If one wishes either to work in them or to

manage them, it is necessary to understand how they operate. The modern society

depends on organizations for its survival and progress. Socio-economic development

takes place when people work together in organizations. The achievement of

organizational goals depends on dynamic active management. Peter F. Drucker has

rightly said, “Management is the mover and development is the consequence.”

4.1.2 To Harod Koontz, “Management is the art of getting things done through and

with informally organized group”. To manage, management should understand

people’s behaviors at work. But the human behavior in organizations is rather

unpredictable, because it arises from deep-seated needs and motives.

4.1.3 People differ in the expectations they bring to their jobs and the satisfactions they

derive from them. Management can work effectively with people if it is prepared to

think about them in human terms. According to Keith Davis, the key elements in

organizational behaviors are the people, structure, technology and external social

system. The people constitute the internal social system, the structure defines the role

relationships of people, the technology provides the physical and economic conditions

within which the people work, and the social system provides the external environment

within which an organization operates. It is the responsibility of the management to

integrate the technical and human systems.

4.2 Role of Motivation in Organisations:

4.2.1 The topic of motivation at work has received considerably increased attention in

recent years among both practicing managers and organizational researchers. Managers

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and organizational researchers have recently begun to direct more attention toward the

behavioral requirements of an organization. In addition to the need for financial and

physical resources, every organization requires people in order to function.

Membership in organizations is a central part of the lives of most people. It is the people

who with their skills and talents can help meet organizational needs. The problem of

handling human resources is quite different from that of physical, material and

financial resources. Psychologists have found that people vary considerably in their

ability to behave in certain way. Katz and Kahn have brought out that:

People must be attracted not only to join the organization but also to remain

in it.

People must perform the task for which they are hired.

People must give dependable, creative and innovative output.

For an organization to be effective, it must come to grips with motivational problems of

stimulating both the decision to participate and the decision to produce at work.

4.2.2 A second and related reason behind the increased attention being directed

towards motivation centers on the pervasive nature of the concept itself. Motivation as a

concept represents a highly complex phenomenon that affects and is affected by a

multitude of factors in the organization. A comprehensive understanding of the way in

which organizations function requires that at least some attention be directed towards

the question of why people behave as they do on the job.

4.2.3 Third, given the ever-tight constraints placed on organizations by unions,

governmental agencies, increased foreign and domestic competition, citizen’s lobbies,

and the likes, the management has had to look for new mechanisms to increase - and in

some cases just to maintain - its level of organizational effectiveness and efficiency.

Thus organizational effectiveness becomes to some degree a question of management’s

ability to motivate its employees to direct at least a reasonable effort towards the goals

of the organization.

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4.2.4 A fourth reason can be found in the nature of present and future technology

required for production. While mastery of the technological and mechanical aspects of

aerospace engineering was requisite for placing a man on the moon or for developing

Skylab, a second and equally important ingredient was the ability of an organization to

bring together thousands of employees who would work at peak capacity to apply the

technology required for success.

4.2.5 Finally, many organizations are now beginning to pay increasing attention to

developing their employees as future resources upon which they can draw as they grow

and develop.

In summary there appear to be several reasons why the topic of motivation is

receiving greater attention by both those who study organizations and those who

manage them. This is revealed by the fact that out of a total 456 papers on

organizational behavior over the period 1970-79, as many as 126 were on motivation

alone. The old simplistic, prescriptive guidelines concerning ‘economic men’ are simply

no longer sufficient as a basis for understanding human behaviors at work. New

approaches and greater understanding are called for to deal with the complexities of

contemporary organizations.

4.3 Motivation Defined:

The term motivation refers to motives in action. The major concept associated

with instinct theories is that of unconscious motivation. The instinct theory of

motivation was fairly widely accepted during the first quarter of this century.

It may be further noted that individual motivational tensions are not merely

biological, but also psychological, social as well as economic in their origin. (Scot 1926)

The mechanism of motivation begins with need and ends with need satisfaction.

A need is lack or deficit of some thing within a system or organism. When an individual

feels a need, it leads to a chain of activities. These activities are always directed towards

a goal.

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4.4 Motivation of Behaviour:

4.4.1 The process by which purposive, goal directed behaviors is set in motion is

called motivation. Motivation may be conscious or unconscious and most behaviour is

determined by more than one motive. Although a few human activities occur without

motivation, nearly all conscious behaviors are motivated or caused. In the present study

the term motivation includes only the behaviors that are under central or voluntary

control.

4.4.2 The problem of motivation at work assumes that management mainly deals with

men, and modem business consists of about 85 per cent men, 10 per cent material and 5

per cent money.

4.4.3 The relationship between man and his work has long attracted the attention of

behavioral scientists. Since all behavior is motivated and since motives themselves are

not immediately observable, it might seem reasonable to infer motives from their

resultant behavior. The same behavior may be the result of a number of different

motives.

4.4.4 An important point is that both the need and incentive must be present initially

to arouse behavior. Most of man’s motivated behavior is guided by anticipated

incentives some times called motives. The same motive may elicit many different type

of behavior. Behaviour patterns associated with certain motives vary from person to

person and from culture to culture. Individual teaming experiences, family and group

standards, and culture influence human behaviour. These factors may also influence

human motivation. Probably they determine the strength of motivation. Multiple

aspects determine most behaviour. Rarely is a given behaviour the result of only one

motive. Among the diverse forces that influence the behaviour, the needs of an

individual are most important.

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4.5 The Motivational Process - Basic Considerations:

The basic building blocks of a generalized model of motivation are:

needs or expectations

behaviour

goals and

some form of feedback.

4.5.1 Emergence of need, desire or expectation generally creates a state of disequilibria

within the individuals, which they will try to reduce, hence the energetic component of

our definition above. Second the presence of such needs, desires or expectations is

associated with an anticipation or belief that certain action will lead to the reduction of

the disequilibria, the goal oriented component of our definition.

4.5.2 The initiation of this action then sets up a series of cues, either within the

individuals or from their external environment, which feeds information back to the

individuals concerning the impact of their behavior. Such cues may lead them to

modify their present behaviour or they may reassure them that their present course of

action is correct.

4.5.3 At least two types of human behaviour can be identified as they relate to

motivational process: instrumental and consolatory. Instrumental behaviour concerns

acts that are directed towards the means to certain ends, while consolatory behaviour

concerns acts that are directed towards the ends themselves.

4.6 Early Psychological Approaches to Motivation:

Most psychological theories of motivation, both early and contemporary, have

their roots in principle of hedonism. This principle briefly defined states that

individuals tend to seek pleasure and avoid pain. In theory, people rationally consider

the behavioral alternatives available to them and act to maximize positive results and

minimize negative results.

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4.7 Instinct Theories:

4.7.1 Psychologists like James, Freud and McDougal argued that two additional

variables were crucial to our understanding of behaviour: instinct and unconscious

motivation. Instead of seeing behaviour as being highly rational, these are resulting

from instincts. James (1890) included following instincts in his list: -

Locomotion

Curiosity

Sociability

Love

Fear

Jealousy and sympathy.

The above instincts were thought to be the prime determinants of behaviour.

4.7.2 The second major concept associated with instinct theories is that of unconscious

motivation. The instinct theory of motivation was fairly widely accepted during the first

quarter of this century. Freud argued that individuals were not always aware of all of

their desires and needs.

4.8 Drive Theories:

4.8.1 Researchers who have been associated with drive theories typically base their

work on the influence that learning has on subsequent behaviour. Where past actions

led to positive consequences, individuals would tend to repeat such actions; where past

actions led to negative consequences or punishment individuals would tend to avoid

repeating them. Thorenedike first elaborated this position in his law of effect.

With the introduction of concept of drive, it now became possible for

psychologists to predict in advance at least in theory not only what goals an individual

would strive toward but also the strength of the motivation towards such goals.

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4.9 Cognitive Theories:

4.9.1 Whereas Drive theories viewed motivation largely as a function of past

satisfactions (habits), cognitive theories saw it as a sort of ‘hedonism of the future’. The

basic tenet of this theory is that a major determinant of human behaviors is the beliefs;

expectations and anticipations individuals have concerning future events. Behaviors are

thus seen as a purposeful and goal directed and based on conscious intentions.

4.9.2 Cognitive theories or expectancy/valence theories as they later become known,

view motivational force as a multiplicative function of two key variables: expectancies

and valences. Expectancies were seen by Lewin (1983) and Tohman (1959) as beliefs

individuals had that particular actions of their part would lead to certain outcomes.

Valence denoted the amount of positive or negative value placed on the outcomes by an

individual. Individuals are viewed as engaging in some form of choice behaviour,

where they first determined the potential outcomes of various acts of behavior and the

value they attached to each of these outcomes. Individuals select the mode of

behaviour, which maximized their potential benefits.

CHAPTER 5

EARLY MANAGERIAL APPROACHES TO

MOTIVATION AT WORK

5.1 Introduction: Despite the fact that large scale complex organizations have

existed for several hundreds of years, managerial attention to the role of motivation in

such organizations is a most recent phenomenon. Before the Industrial Revolution, the

major form of motivation took the form of fear of punishment — physical, financial or

social. As manufacturing processes became more complex, large scale factories emerged

which destroyed many of the social and existing relationships.

5.1.2 Increased capital investment, degree of impersonalisation between superior-

subordinate relationships brought social revolution in the factory system. These new

social forces brought about the need for a fairly well defined philosophy of

management. Many of the more intrinsic motivational factors of the home industry

system were replaced by more extrinsic factors. The end result of that was the

traditional model of motivation.

5.2 Tradititional Model:

5.2.1 This model is best characterized by the writings of Fredrick ‘W’ Taylor. This

approach to motivation rested on several very contemporary assumptions about the

nature of human beings. Specifically, workers were viewed as being typically lazy,

often dishonest, aimless, dull and most of all mercenary. The manager’s major task was

thus seen as closely supervising to ensure that they met their production quotas and

adhered to Company rules.

5.2.2 As this model became increasingly applied in organizations, several problems

began to arise. While jobs were made more and more routine and specialized,

management began putting severe constraints on the incentive system, thereby limiting

worker income. Fear of job security arose. Unionism began to rise, and the unparalleled

growth and efficiency that had occurred under scientific management began to subside.

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5.2.3 In an effort to overcome such problems some organizations began to reexamine

the simplicity of their motivational assumptions about employees, and to look for new

methods to increase production and maintain a steady workforce. Once such revisionist

approach to motivation at work is the human relation model.

5.3 Human Relations Model:

5.3.1 Beginning in the late 1920’s, initial efforts were begun to discover why the

traditional model was inadequate for motivating people. The new assumptions

concerning the best method of motivating workers were characterized by a strong social

emphasis. It was argued here that management had a responsibility to make employees

feel useful and important on the job, to provide recognition, and generally to facilitate

the satisfaction of workers’ social needs. Attention was shifted away from the study of

man-machine relations and toward a more thorough understanding of interpersonal

and group relations at work.

5.3.2 The motivational strategies that emerged from such assumptions were several.

Management felt it had a new responsibility to made workers feel important. Many

organizations attempted to open up vertical communication channels so that employees

would know more about the organization and would have greater opportunity to have

their opinions heard by management. Workers were increasingly allowed to make

routine decisions concerning their own jobs. Greater attention was paid to employing

group in systems. The basic goal of management remained at securing employee

compliance with managerial authority.

5.4 Human Resources Models:

5.4.1 More recently, the assumptions of the human relations model have been

challenged, not only for being an oversimplified and incomplete statement of human

behavior at work, but also for being as manipulative as traditional model. New models

have been proposed under various titles including Mcgregor theory, Linkerts system,

Scheins complex man and Miles human resource model.

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Human resource models generally view human beings as motivated by a

complex set of interrelated factors. It is assumed that different employees often seek

quite different goals in a job and have a diversity of talent to offer. Under this model,

employees are looked upon as reservoirs of potential talent and management’s

responsibility is to learn how best to tap such resources.

5.4.2 It is assumed that people who want to contribute on their job does not

necessarily have to be distasteful. Many of the current efforts at job enrichment and job

redesign are aimed at increasing the potential meaningfulness of work by adding

greater amounts of task variety, autonomy, responsibility and so on. It is assumed that

this increased self-control and direction allowed on the job, and the completion of more

meaningful tasks, can in a large measure determine the level of satisfaction on the job.

In other words, it is generally assumed that good and meaningful performance leads to

job satisfaction and not the reverse, as is assumed in the human relations model. Such a

philosophy implies a great degree of participation by employees in relevant decision-

making activities, as well as increased autonomy over task accomplishment.

Management’s task is seen not so much as one of manipulating employees to accept

managerial authority, but it is for developing a partnership or family of employees,

with each member contributing according to his or her abilities and interests towards

the organization’s goal.

5.4.3 In conclusion, it should be pointed out that the human resource approach to

motivation has only recently begun to be adopted. Several organizations have ongoing

experiments in enriching the nature of the job. In fact, when one looks across

organizations it becomes readily apparent that all three models have their staunch

advocates, and empirical evidence supportive of each approach can be offered. Each

model has its rightful place, depending upon the nature of the organization, its

technology, its people, and most of all, its goals and priorities for the future.

5.5 Multivariate Conceptual Approach:

5.5.1 If motivation is concerned with those factors which energize, direct and sustain

human behaviour, it would appear that a comprehensive theory of motivation at work

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must address itself to at least three important sets of variables that constitute the work

situation. First some consideration must be given to the characteristics of the individual,

second some thought should be direct toward the behavioral implications of the

required job tasks, and third some concern should be shown for the impact of larger

organizational environment.

5.6 Characteristics of the Individual:

Considerable research has demonstrated that difference in individuals can at

times account for a good deal of the variance in effort and performance on a job At least

three major categories of individual diffidence characteristics have been shown to affect

the motivational process:

interest

attitudes

needs.

5.6.1 Interests refer to the direction of one’s attention. It appears likely that the nature

of an employee’s interest would affect both manner and the extent to which external

stimuli would affect his behaviors. Several studies have shown that an employee’s

motivation to participate is to a large extent determined by the degree of fit between his

or her vocational interests and realities of the job. Thus interest may be considered one

factor that individuals generally bring to the organization that, at least to some extent,

can effect how they behave at work.

5.6.2 In addition to interests, an employee’s attitudes or beliefs may also play an

important role in their motivation to perform. Individuals, who are very dissatisfied

with their jobs or with their supervisor, or any number of other things, may have little

desire to put forth much effort. Individuals attempt to behave in a fashion consistent

with their own self-image. Two important points can be made here. First, various

attitudes can play an important role in motivational force to perform. Second there is a

specific implied managerial strategy to improve employee’s effort. The manager should

attempt to modify the employees’ self-image. If the employees were proud to work for

Page 5/4

the company and if they saw themselves as effective contributors to the company’s

goals, they would, in theory, be more likely to perform at a higher level.

5.6.3 The individual characteristic that has received the most widespread attention in

terms of motivation theory and research is the concept of ‘needs’. A need may be

defined as an internal state of disequilibrium that caused individuals to pursue certain

course of action in an effort to regain internal equilibrium. For example, individuals

who have a high need for achievement might be motivated to engage in competitive

acts with others so they can ‘win’ thereby satisfying this need.

5.7 Characteristics of the Job:

A second set of variables to be considered when viewing the motivational

process, involves those factors relating to the attributes of an individual’s job. We are

concerned here with what an employee does at work. How much feedback is

provided? Does the work offer intrinsic rewards? Our conceptual framework points to

the nature of job characteristics as a major concern that must be taken into account

when developing a comprehensive theory of motivation at work. Herzberg’s (1959)

“dual factor” theory of motivation also has its roots in the nature of the task as it affects

performance.

5.8 Characteristics of Work Environment:

5.8.1 Work environment factors can be divided into two major categories, one

associated with the immediate work environment and the other associated with the

larger problem of organization-wide actions.

There are at least two major factors in the immediate work environment that can

affect work behavior. The first is the quality of peer group interactions. Peer-group

influence can significantly influence an employee’s effort. Such influence can occur at

both ends of the productivity of the ‘rate-buster’. Supervisors have considerable

influence over the ability or freedom of employees to pursue their own personal goals

on the job.

Page 5/5

5.8.2 The second major category of work environment variables are concerned with

several factors which are common throughout the organization and are largely

determined by the organization itself. Factors such as openness of communication,

perceived relative emphasis on rewards versus punishment, degree of

interdepartmental cooperation and so forth, may at times influence individual’s

decision to produce on the job.

5.9 Interactive Effects:

5.9.1 Based on the foregoing discussion, it becomes apparent that a multitude of

variables throughout the organization can be important inputs into the motivational

force equation. Such a conclusion forces us to take a broad perspective when we

attempt to understand or explain whey employees behave as they do at work.

However, this simple enumeration of motivationally relevant factors fails to recognize

how these variables may interact with one another within a system type of framework

to determine work behaviour. We must consider motivational models from a dynamic

perspective. An individual may have a strong desire to perform well on the job, but he

or she may lack a clear understanding of his or her proper role. The employees may

thus waste or misdirect effort and thereby fail to receive expected rewards. Similarly an

employee may truly want to perform at a high level, but simply lack the necessary

ability for good performance on his or her particular job. The important point here is

that, when viewing various approaches to motivation, it becomes clear that one must be

aware of the interactive dynamics between major sets of variables that may influence

resulting effort and performance.

5.9.2 Most theories of motivation look to some extent at the relationships between

certain variables. Two theories have recently emerged which incorporate a system’s

framework and use the concept of interactive effects as the basic unit of analysis. The

first of these is the equity theory. This is primarily concerned with the dynamic

relationship between individuals and the particular actions taken by the organization.

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5.10 Motivation and Job Satisfaction:

Elton Mayo and his coworkers by Hawthrone experiment became convinced that

factors of a social nature were affecting satisfaction with job and productivity. The

implicit assumption was, of course, that the satisfied worker produces more.

The traditional model of job satisfaction is that it consists of the total body of

feelings that an individual has about his job. The total body of feelings involves, in

effect, weighing up the sum total of influences on the job, the nature of the job itself, the

pay, promotion prospectus, the nature of supervision, and so on.

5.11 Motivation and Productivity:

The object of management is to get the maximum performance from employees.

Management policies must satisfy the needs of employees to attain the optimum

performance.

The productivity of Indian worker is very low in comparison to the Western and

Eastern industrialized workman. In India the problem is to raise the level of

performance of employees so that the whole national income can be raised and the

living standard of society can be improved. Management is in search of right measures

that can increase the morale of employees and their productivity.

If the employees are skilled in the organization, it does not imply that they will

present best performance. To utilize their skills the management has to raise the factors

that impel to put forward them to best efforts and minimize the factors that hold them

back from their best performance. Prof R. S. Davar has given a formula to show the

relationship between motivation and productivity:

P= M (A+K)

where, P = Performance, M = Motivation, A = Abilities,

K = Knowledge.

CHAPTER 6

CONTENT THEORIES OF WORK MOTIVATION

6.1 Need Hierarchy Theory:

6.1.1 One of the most popular theories of motivation today is certainly Maslow’s

Hierarchy Theory. From the time of its introduction in the mid 1940’s until the late

1950’s, this theory remained primarily in the realm of clinical psychology.

6.1.2 The Maslow’s model consists of two fundamental premises. To begin with the

human being is viewed largely as a ‘wanting’ animal, motivated by a desire to satisfy

certain specific types of needs. Maslow posited that most individuals pursue with

varying intensities the following needs:

Physiological

Safety

Belongingness

Esteem

Self-actualisation.

Maslow argues that once the lower needs are satisfied, the individual moves up

the hierarchy one level at a time and attempts to satisfy the next higher need.

Self-actualisation

Egoistic

Social

Security

Physiological

Five Levels of Maslow’s Hierarchy Theory

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6.1.3 The Physiological Needs:

The needs that are usually taken as the starting point for motivation theory are

the so-called physiological needs. The physiological needs are the most predominant of

all the needs. The needs of hunger, thirst, sleep and sex are examples. If all the

physiological needs are not satisfied, then the organism is dominated by the

physiological needs; all other needs may become simply dormant or be pushed into the

background.

6.1.4 The Safety Needs:

If the physiological needs are relatively well gratified, then there emerges a new

set of needs that we may categorize as the safety needs. Maslow stressed emotional as

well as physical safety. The whole organism may become a safety seeking mechanism.

Once the safety needs are satisfied, they no longer motivate us.

6.1.5 The Love Needs:

If both the physiological and the safety needs are fairly well gratified, then there

emerges the love, affection and belongingness needs. The person will hunger for

affectionate relations with people in general, namely for a place in his group, and he

will drive with great intensity to achieve this goal. Practically all theorists of

psychopathology have stressed thwarting of the love needs as the basic reason in the

picture of maladjustment. Love is not synonymous with sex. Sex may be treated as a

purely physiological need.

6.1.6 The Esteem Needs:

All people in our society have need or desire for a stable firmly based high

evaluation of themselves, for self-respect, or self-esteem, and for the esteem of others.

These needs may be classified into two subsidiary sets. These are first the desire for

strength, for achievement, for adequacy, for confidence and for independence and

freedom. The second set has what we may call the desire for reputation or prestige,

recognition, attention, importance and appreciation. The satisfaction of the self-esteem

Page 6/2

needs leads to feelings of self-confidence, worth, strength, capability and adequacy of

being useful and necessary in the world. But, the thwarting of these needs produces

feelings of inferiority, of weakness, and of helplessness.

6.1.7 The Need of Self-Actualization:

This level represents the culmination of all the lower, intermediate and higher

needs of humans. This tendency might be phrased as the desire to become more and

more what one is, and to become everything that one is capable of becoming. The clear

emergence of these needs rests upon the prior satisfaction of the physiological, safety,

love and esteem needs.

6.2 Herzberg’s Two-factor Theory of Motivation:

This model was presented by Dr. Frederick Herzberg. This model is known as

the two- factor theory, the dual factor theory and the motivation-hygiene theory. This

theory is based on the fact that the growth or motivating factors that are intrinsic to the

job are achievement, recognition for achievement, the work itself, responsibility and

growth or advancement. The hygiene factors that are extrinsic to the job include

company policy and administration, supervision, interpersonal relationships, working

conditions, salary, status and security.

Dr. Frederick Herzberg included the following factors in his Motivation-Hygiene

Theory:

THE MOTIVATION-HYGIENE THEORY:

PRESENCE = ”SATISFIERS” -Achievement

-Recognition

-Value of works

-Growth

-Advancement

-Benefits

-Salary

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ABSENCE = ”DIS-SATISFIERS” --Working conditions

--Company policy

-Interpersonal relations

-Security.

6.2.1 Job Content:

The job content means job enlargement. Herzberg in his paper had advocated job

enrichment rather than job enlargement. If the job content is to be a source of

motivation, then the job must allow for meaningful feedback, test the individual valued

abilities and allow a great amount of self-control by the holder. The job must be

enlarged on both the vertical and horizontal dimensions.

6.2.2 Job Context:

The job context includes the environmental factors of the job. The context is the

Herzberg’s hygiene factor. According to Herzberg, the factors like salary, company

policy, interpersonal relationship, supervision, and working conditions contribute more

to dis-satisfaction rather than any motivation, and conversely each principal motivator

contributes more to job satisfaction than any hygiene. The hypothesis suggests that the

factors involved in producing job satisfaction are separate and distinct from the factors

that lead to job dis-satisfaction.

6.3 Achievement Motivation Theory:

In addition to Maslow’s need-based theory of motivation, there is a second

theory that uses the concept of human needs as the basic unit of analysis. This theory,

that has alternatively been termed as “need achievement theory” and “achievement

motivation theory”, posits that a major portion of an individual’s will to perform can be

explained or predicted by the intensity of his or her need for achievement. This model

has its origin in the early works of Henry. A Murray and his associates at the Harvard

psychological clinic during the 1930’s. Based on several years of clinical observations, he

postulated that there are around 10% of people in any country who have strong

Page 6/4

achievement motive, but of course this will vary in the working situation according to

the type of work being undertaken. The self-motivated achievers can be recognized as

those who exhibit three characteristics that McClelland has described:

Such people need to set their own goal and enjoy striving to achieve them.

The goals that these workers set are those that are attainable.

The goals that are chosen provide a quick feed-back of progress.

6.4 Need for Achievement:

If a man spends his time thinking about doing his job better, accomplish

something unusual and important, or advancing his career, the psychologists say he has

a high need for achievement and derives considerable satisfaction from striving for

achievement. A man with a strong need for achievement thinks not only about the

achievement goals, but also about how he can attain them, what obstacles or blocks he

might encounter, and how he will feel if he succeeds or fails.

Years of careful empirical research shows that a man with a strong need for

achievement likes situations in which he takes personal responsibility for finding

solutions to problems. He sets moderate achievement goals and takes calculated risks.

He wants concrete feedback about how well he is doing. The people with high need for

achievement prefer a situation where there is a challenge, where there is some real risk

of not succeeding but where that risk is not so great that they might not overcome it by

their own efforts. When an individual with a high need for achievement does involve

himself in a professional situation, he does like to make money. Yet, when he has

money, he does not spend it ostentatiously, and neither does he hoard it. Money seems

to be significant to him primarily as a measurement, as a way of gauging his progress

and of comparing his achievements with other people’s rather than as a status symbol

or as a source of economic security.

6.5 Need for Power:

If a man spends his time, thinking about the influence and control he has over

others, and how he can use this influence, say, to win an argument, to change other

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people’s behaviors, or to gain a position of authority and status, then the psychologists

say he has a high need for power, often written as n/power. He derives satisfaction

from controlling the means of influence over others.

The men with a strong need for power will usually attempt to influence others

directly by making suggestions, by giving them opinions and evaluations, and by trying

to talk into other things. The men with strong need for power prefer positions that

allow the exercise of power. They enjoy roles requiring persuasion.

6.6 Need for Affiliation:

If a man spends his time thinking about the warm, friendly, compassionate

relationships he has or would like to have, the psychologists say he has a need for

affiliation, often written n/aff. The thoughts about restoring close relationships that

have been disrupted, and consoling or helping someone or participating in friendly

compassionate activities are regarded as evidence of affiliation motivation. In practice,

managers show a very high need for power and achievement but low for affiliation. The

need for affiliation is essential for co-ordination function of management.

6.7 McGREGOR’s Theory ‘X’ & ‘Y’:

McGregor has given several assumptions about human behaviour and labeled

them as the Theory X and Theory Y.

Theory ‘X’:

It presents the traditional view of direction and control. The assumptions of

theory ‘X’ are:

i) The average man dislikes and avoids work.

ii) Most people are not ambitious, have little desire for responsibility, and

prefer to be directed.

iii) Most people have little capacity for creativity in solving organizational

problems.

Page 6/6

iv) Motivation occurs only at the physiological and safety levels.

v) Most people must be closely controlled and often coerced to achieve

organizational objectives.

Theory’Y’:

If refers to the integration of individual and organizational goals. The

assumptions of theory ‘Y’ are:

i) Work is as natural as play if the conditions are favourable.

ii) Self-control is often indispensable in achieving organizational goals.

iii) The capacity for creativity in solving organizational problems is widely

distributed in the population.

iv) Motivation occurs at the social, esteem, and self-actualisation levels, as

well as physiological and security levels.

v) People can be self-directed and creative at work if properly motivated.

The theory ‘X’ gives importance only to the factors surrounding the job and

conveniently ignores the nature of the work itself or job contents. The theory ‘Y’

conclusions are based on job contents, challenging work, achievement, recognition and

advancement.

6.8 Chris Argyris’s Theory:

Chris Argyris of Harvard Business School is known for his prime contribution of

Immaturity-maturity theory. Chris Argyris says that seven changes should take place in

the personality of an individual if he is to develop into a mature person over the years.

First, an individual moves from a passive state as an infant to a state of increasing

activity as an adult. Second, an individual develops from a state of dependency upon

others as an infant to a state of relative independence as an adult. Third, an individual

behaves in only a few ways as an infant but as an adult he is capable of behaving in

many ways. Fourth, an individual has erratic and shallow interests as an infant but

develops deeper and stronger interests as an adult. Fifth, a child’s time perspective is

very short, involving only the present, but as he matures his time perspective increases

Page 6/7

to include the past and the future. Sixth, an individual as an infant is subordinate to

everyone, but he moves to equal or superior position with others as an adult. Seventh,

as a child, an individual is lack of awareness of a ‘self’ but as an adult, he is not only

aware of but he is able to control ‘self’. Argyris postulates that these changes reside on a

continuum and that the healthy personality develops along the continuum from

immaturity to maturity.

Immaturity-Maturity Continuum

Immaturity Maturity

Passive Active

Dependence Independence

Behave in a few ways Capable of behaving in many ways.

Erratic shallow interests Deeper and stronger interests

Short time perspective Long time perspective (past and future).

Subordinate position Equal or superior position

Lack of awareness of self Awareness and control over self.

6.9 Alderfer’s ‘ERG’ Theory:

A more recent extension of the Herzberg and, especially, Maslow’s content

theories of work motivation comes from the work of Clayton Alderfer. He formulated a

need category model that was more in line with the existing empirical evidence. Similar

to Maslow and Herzberg, he does feel that there is value in categorizing needs and that

there is a basic distinction between lower-order needs and higher order needs.

Alderfer identified three groups of core needs: existence, relatedness and growth

(ERG theory). The existence needs are concerned with survival (physiological well

being). The relatedness needs stress the importance of interpersonal and social

relationships. The growth needs are concerned with the individual’s intrinsic desire for

personal development. These groups of needs are related to the Maslow and Herzberg

categories. Obviously, they are very close, but the ERG needs do not have strict lines of

demarcation.

Page 6/8

Alderfer’s existence needs are related with Maslow’s physiological and safety

needs. The relatedness needs are same as Maslow’s love or belongingness needs, and

the growth needs are same as Maslow’s esteem and self-actualisation needs. The

existence and some part of relatedness needs are same as Herzberg’s hygiene factors,

and some part of relatedness and growth needs are related with motivators.

6.10 Summary of Observations:

The above discussions bring out the following ideas:

(i) The key elements in organizational behaviour are people, structure,

technology and external social system. It is the management’s responsibility to

integrate the technical and human systems.

(ii) More attention must be paid to the behavioural requirements of an

organization.

(iii) In an organisation:

People must be attracted not only to join the organisation but also to

remain in.

People must perform the task for which they are hired.

The people must give dependable, creative and innovative output.

(iv) The management must motivate its employees to direct at least a

reasonable effort towards the goals of the organisation.

(v) The organisation must be capable of bringing together thousands of

employees and making them work at peak capacity by applying the technology

required for the success.

(vi) The organisation must develop its employees as resources for future

requirements.

(vii) The term motivation means motives in action.

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(viii) Both need and incentive must be present initially to arouse behaviour.

Most of the man’s motivated behaviour is guided by the anticipated incentives

called motives.

(ix) Binding blocks of motivation are

Needs

Behaviour

Goals

Some forms of feedback.

(x) The employees are looked upon as resources of potential talent and the

management’s responsibility is to learn how best to tap such resources.

(xi) The human resource approach is getting adopted recently. The job

relations and job enrichments are given due importance now.

(xii) The individual characteristics viz. interest, attitudes and needs affect the

motivational process.

(xiii) The characteristics of the work environment, and the supervisor’s

influence also affect the motivational level of the staff.

(xiv) The job satisfaction and job enrichment have a direct effect on the

motivation.

(xv) Motivation affects productivity.

(xvi) Most individuals pursue with varying intensives the following

needs in sequential order:

Physiological Safety → Belongingness → Self Esteem → Self

actualization.

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6.11 Conclusions and Action Plan:

6.11.1 From the discussions contained in Chapter 2, it would be quite clear that during

the last fifty years, substantial progress has been made on the Indian Railways in

different operational areas. Not only the throughput on railway lines has increased

substantially but also the safety has been enhanced appreciably. The modernization of

the saturated railway tracks is being undertaken by electrifying the sections.

6.11.2 Due to the overall financial crunch being faced in the country, the Railways is not

getting enough assistance from the Central Government and the investments on the

transport sector are getting reduced year by year as a percentage of GDP. Due to the

implementation of the Fifth Pay Commission, the Wage Bill has assumed a enormous

proportion. Approximately, 55% of the total working expanses on the Indian Railways

is accounted for by the staff costs. The pension liabilities are also increasing year by

year and, now every year, the Railways has to earmark Rs. 6,000 crores for this purpose.

6.11.3 In the present scenario, the Indian Railways is saddled with serious problems like

overaged assets, saturation of routes, severe competition from road and coastal

shipping- thereby reducing its percentage share of the total traffic, substantial cross-

subsidization of passenger services by freight segment, impending financial crunch, and

reduction in the quality and cost of railway investment. The development of human

resources, rightsizing of manpower to reduce staff costs, and the need to continuously

motivate the staff to take care of their customers and to improve their productivity are

to be given proper importance on the Indian Railways.

6.11.4 From the above discussions, it is quite evident that, in the near future, the

railway operations to a great extent will depend on the performance of its employees,

for which the motivation level of the railway employees will play a very prime and

important role.

6.12. In view of the various factors discussed above, in this research paper, a

systematic study was undertaken to find out the overall motivation level of the railway

Page 6/11

employees of the Rajkot division so that the desired action plan is suggested to face the

serious challenges in the future successfully.

6.13 The following hypotheses have been used in this study for determining the

motivation level of the railway employees of the Rajkot division and to identify the

areas where concrete actions are needed to be taken to improve the overall motivation

level of the railway employees:

6.13.1 Null hypothesis: There is no significant difference between the mean scores of

motivation level of employees belonging to different departments, viz. RPF, Accounts,

Personnel, Commercial, S&T, Engineering, Administration, Electrical, Mechanical,

Medical, Operations, Unions, etc.

Null hypothesis, H(o): µRPF = µAcc = µPers = µComm. = µS&T = µEngg =

µAdmn = µElect = µMech = µOpt.= µMedical = µUnions

Alternate hypothesis: There exists significant difference between the mean

scores of motivation level of employees belonging to different departments, viz. RPF,

Accounts, Personnel, Commercial, S&T, Engineering, Administration, Electrical,

Mechanical, Medical, Operations, Unions, etc.

Alternate hypothesis, H(a): µRPF ≠ µAcc ≠ µPers ≠ µComm. ≠ µS&T ≠

µEngg ≠ µAdmn ≠ µElect ≠ µMech ≠ µOpt. ≠

µMedical ≠ µUnions


motivation level of married and unmarried employees.

Null hypothesis, H(o): µMarried = µUnmarried


scores of motivation level of married and unmarried employees.

Alternate hypothesis, H(a): µMarried ≠ µUnmarried

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motivation level of the railway employees of different departments having different

educational background.

Null hypothesis, H(o): µGraduate = µMatric = µMiddle


scores of motivation level of the railway employees of different departments having

different educational background.

Alternate hypothesis, H(a): µGraduate ≠ µMatric ≠ µ Middle


motivation level of employees posted in urban, semi-urban and rural areas.

Null hypothesis, H(o): µUrban = µ semi-urban = µRural


scores of motivation level of employees posted in urban, semi-urban and rural areas.

Alternate hypothesis, H(a): µ Urban ≠ µ Urban ≠ µ Rural

6.13.5 Null hypothesis: There is no significant difference in the mean scores of

motivation level of employees of different departments having different designations.

Null hypothesis, H(o): µOfficer/Sr.Supervisors = µ Artisan = µHelper

Alternate hypothesis: There exists significant difference between the mean scores

of motivation level of employees of different departments having different

designations.

Alternate hypothesis, H(a): µOfficer/Sr.Supervisors ≠ µArtisan ≠ µHelper

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6.14 The main purpose of the study is to identify the reasons for the variations

between the motivation levels of the employees belonging to different departments of

the Railways and to suggest measures to improve the overall motivation level of the

employees of various departments having less motivation level as compared to the

employees of the other departments having satisfactory motivation level.

CHAPTER 7

SURVEY OF MOTIVATION LEVELS OF RAILWAY EMPLOYEES

7. General Profile of Sampled Railway employees of Rajkot Division:

7.1 In India, there is a total of 60,000 km of railway track and the different States are

interconnected through this vast network of the Indian Railways. For the safe

movement of trains, uniform rules are needed to be followed by the railway employees

posted in different areas. For effective administration, the Indian Railways is further

divided into sixteen zones and each zone is further divided into many divisions. There

are in all 67 divisions on the Indian Railways.

7.2 Due to the continuous interactions between the various departments, zones and

divisions that are required for the movement of freight and passenger trains from one

area to another, it is expected that the overall motivation level of the railway employees

will be more or less same in the entire country. However, there is a possibility of

marginal variation of motivation level between the employees belonging to different

areas and different departments. The employees of Rajkot division were selected at

random to undertake the study of motivation level as I was posted in Rajkot area and I

felt that the overall motivation level of the employees determined by the survey of the

employees of Rajkot division will, more or less, represent the overall motivation level of

other divisions as well.

7.3 The Rajkot division has a total route kilometre of 1200 and consists of the

following five sections:

(i) Okha - Viramgam section in Saurastra area,

(ii) Ahmedabad to Mehsana section,

(iii) Kalol Vijapur – Ambliyasam section,

(iv) Mehsana – Taranga Hill section, and

(v) Kalol – Patan section

Page 7/1

From 1st April 2003, the sections listed at serial no. (ii) to (v) have been

transferred from Rajkot division to newly formed Ahmedabad division.

7.4 For undertaking the study of motivation level of staff of the Rajkot division, the

staff of different departments posted between the Okha-Virangham section were

selected at random. As pointed out in the research methodology, the data was collected

by getting a questionnaire containing 63 questions filled from the staff belonging to

different departments.

7.4.1 Efforts were made to ensure that adequate proportionate representation of the

staff posted in different areas viz. urban, semi-urban and urban, and also having

different designations, grades and educational backgrounds is made while selecting the

staff for the survey. The copy of the questionnaire administered to the staff is attached

at the end of this chapter.

7.5 A total of 8,000 staff are posted in the Okha-Virangham section. Approximately,

10% of the staff from the different departments were selected for the survey. The

department-wise number of staff selected randomly for the survey is given in Table-7.1.

Table 7.1:Details of staff selected for the survey

Sl.

No Department

Number of employees

involved in the survey

1 Accounts 19

2 Administration 25

3 Commercial 65

4 Electrical 53

5 Engineering 206

6 Mechanical 92

7 Medical 44

8 Operating 124

Page 7/2

9 Personnel 33

10 RPF 38

11 S&T 50

12 Union 40

Total 789

7.6 Area-wise Details of Employees selected for Sample Survey:

The summary indicating the number of employees selected category-wise from

different areas viz. rural, semi-urban and urban is given in Table-7.2.

Table 7.2: Area-wise details of employees selected for survey

Category

Place of Posting Staff Selected A B C D

Rural 179 (22.687%) 0 0 114 65

Semi-Urban 178 (22.560%) 0 1 116 61

Urban 432 (54.752%) 14 6 325 87

Total 789 14 7 555 213

% of 789 1.77 0.89 70.34 27.00

From the details given in table-7.2, it is observed that out of 789 employees,

1.77% employees are from group A category, 0.89% from group B, 70.34% from group C

and remaining 27% from group D. Out of the 789 staff selected, 179 (22.68%) employees

had rural backgrounds, 178 employees (22.56%) were from semi-urban areas and the

remaining 432 (54.71%) employees were from urban areas.

7.7 Department-wise Break-up of Staff according to Place of Posting:

The department-wise break-up of staff according to place of posting is given in

Table-7.3.

Page 7/3

Table 7.3: Department-wise Break-up of Staff according to Place of Posting

Department Urban % Urban Semi urban

%Semi Urban Rural % Rural

Total Staff

Account 19 100 0 0 0 0 19

Administration 25 100 0 0 0 0 25

Commercial 53 82 4 6 8 12 65

Electrical 27 51 17 32 9 17 53

Engineering 73 35 59 29 74 36 206

Mechanical 51 55 19 21 22 24 92

Medical 32 73 5 11 7 16 44

Operation 46 37 38 31 40 32 124

Personnel 33 100 0 0 0 0 33

RPF 26 68 5 13 7 18 38

S&T 23 46 20 40 7 14 50

Union 24 60 11 28 5 13 40

Total & % 432 54.75 178 22.56 179 22.68 789

7.8 The summary of the category-wise details of educational background of the

employees who had participated in the survey is given in Table 7.4.

Table 7.4: Details of educational background of employees

Category Illiterate Middle School Matric Graduate PG Total

A 0 0 0 0 14 14

B 0 0 0 2 5 7

C 19 95 150 226 65 555

D 26 137 43 4 3 213

Total 45 232 193 232 87 789

% of 789 5.70 29.40 24.46 29.40 11.03 100.00

The table 7.4 indicates that 5.70% of the staff are illiterate, 29.40% are middle

class pass, 24.21% are having matric qualification, 29.40% are graduates and 11.03% are

Page 7/4

having post graduate qualifications. This clearly establishes that approximately 35% of

the staff are having qualifications middle standards and below. In the Railways, new

technologies are being introduced in different departments and to absorb the new

technologies and face the challenges successfully in the future, there is an urgent need

to upgrade the educational standards of the railway employees who are having

qualifications below matric. This is not an easy task and this weak area can be

successfully tackled by prescribing the minimum HSC/matric qualification even for

group D posts.

7.9 The educational details of employees belonging to the different departments are

furnished in Table 7.5.

Table 7.5: Educational details of employees of different departments

Department PG Graduate Matric Middle

School Illiterate Total

Accounts 8 8 3 0 0 19

Administration 5 15 5 0 0 25

Commercial 12 25 13 15 0 65

Electrical 2 10 25 16 0 53

Engineering 5 58 18 82 43 206

Mechanical 17 10 29 36 0 92

Medical 18 4 15 7 0 44

Operating 12 42 24 46 0 124

Personnel 2 20 11 0 0 33

RPF 0 9 18 9 2 38

S&T 3 11 17 19 0 50

Union 3 20 15 2 0 40

Total 87 232 193 232 45 789

% of 789 11.03 29.40 24.46 29.40 5.70 100

Page 7/5

7.9.1 From the details contained in table 7.5, it is clear that in the Engineering,

Mechanical and Operating departments, the maximum number of less educated or

illiterate employees are there, and there is an urgent need to upgrade the educational

standards of the employees of the Engineering, Mechanical and Operating departments

preferably at the recruitment stage itself.

7.10 In the divisions of the Railways, the following categories of staff exist:

Senior Divisional Engineers, Sr DE

Divisional Engineers, DE

Assistant Engineers, AE

Senior supervisors

Supervisors

Artisans

Helpers

The category-wise educational details of the staff of the different grades and categories

are furnished in Table 7.6.

Table 7.6: Category-wise educational details of staff of different grades and

categories

Designation PG Graduate Matric Middle

School Illiterate Total

SrDE 6 0 0 0 0 6

DE 12 1 0 0 0 13

AE 4 2 0 0 0 6

Sr Super. 15 39 11 0 0 65

Supervisor 34 118 55 14 0 221

Artisan 13 67 84 62 7 233

Helper 3 5 43 156 38 245

Total 87 232 193 232 45 789

Page 7/6

From the details given in table 7.6, it is noticed that the maximum number of

staff in artisan and helper categories are having qualifications middle class and below

and there is an urgent need to improve the educational qualifications of the staff

belonging to these categories preferably by specifying the minimum qualification of

SSC with ITI for group D posts in technical and non-technical departments.

7.11 The details of the staff posted in different areas viz. urban, semi-urban and rural

are furnished in Table 7.7.

Table 7.7: Details of staff posted in different areas

Department Urban Semi-Urban Rural Total

Accounts 19 (100%) 0 0 19

Administration 25 (100%) 0 0 25

Commercial 53 (81.5%) 4 (6.15%) 8 (12.3%) 65

Electrical 27 (50.9) 17 (32.07%) 9 (16.9%) 53

Engineering 71 (34.46%) 61 (29.61%) 74 (35.92%) 206

Mechanical 51 (55.43%) 19 (20.65%) 22 (23.91%) 92

Medical 32 (72.72%) 5 (11.36%) 7 (15.90%) 44

Operating 49 (39.51%) 35 (28.22%) 40 (32.25%) 124

Personnel 33 (100%) 0 0 33

RPF 26 (68.42%) 5 (13.15%) 7 (18.42%) 38

S&T 22 (44%) 21 (42%) 7 (14%) 50

Union 24 (60%) 11 (27.5%) 5 (12.5%) 40

Total 432 178 179 789

% of 789 54.75 22.56 22.69 100.00

From the details given in table-7.7, it is observed that approximately 30% staff of

the Engineering and Operating departments are posted in rural areas and there is a

need to look after these staff posted in the rural areas specifically for the medical and

educational requirements for self and their dependants.

Page 7/7

7.12 Promotional Aspects on the Railways:

The promotional aspects in any organization have a direct effect on the

motivational level of its employees. Out of a representative sample of 789 employees,

the details of the number of promotions that the employees belonging to the different

departments obtained in the past are furnished in Table 7.8.

Table 7.8: Promotional details of Railway Employees

Number of promotions

Department 0 1 2 3 4 5 6 7

Staf

f

prom

oted

%

Sta

ff

prom

oted

To

tal S

taff

Accounts 2 3 8 3 2 1 0 0 17 89.47 19

Administration 4 9 10 1 1 0 0 0 21 84.00 25

Commercial 10 15 10 12 10 4 2 2 55 84.62 65

Electrical 2 23 10 11 4 3 0 0 51 96.23 53

Engineering 41 61 60 33 9 1 1 0 165 80.10 206

Mechanical 17 13 21 12 14 8 6 1 75 81.52 92

Medical 16 16 5 4 3 0 0 0 28 63.64 44

Operating 24 28 35 23 10 4 0 0 100 80.65 124

Personnel 0 6 9 12 2 4 0 0 33 100.0 33

RPF 14 6 13 3 2 0 0 0 24 63.16 38

S&T 12 21 8 6 3 0 0 0 38 76.00 50

Union 5 9 13 10 3 0 0 0 35 87.50 40

Total 147 210 202 130 63 25 9 3 642 81.37 789

% of 789 staff

18.6

3

26.6

2

25.6

0

16.4

8

7.98

3.17

1.14

0.38

81.3

7

Page 7/8

From the details given in table-7.8, the information about the staff promotions

emerges as given in Table-7.9.

Table 7.9: Analysis of staff promotional details

Sr. No.

Number of promotions obtained

Number of employees % of employees

1 0 147 18.63

2 1 210 26.02

3 2 202 25.60

4 3 130 16.48

5 4 63 7.98

6 5 25 3.17

7 6 09 1.14

8 7 03 0.38

Grand total 789 100

From the details given in table-7.9, it is clear that 81.37 % employees had at least

got one or more promotions during their working span.

The sample survey also indicates that, on an average, the number of promotions

obtained by the employees included in the survey is:

= 0X147+1x210+202x2+130x3+63x4+25x5+9x6+3x7 789 = 0+210+404+390+252+125+54+21 = 2 789 This figure of average of two promotions for each employee is really good. In order to ensure that the railway employees get regular promotions during their service, the following measures have been taken by the railway administration:

Under Assured Career Progression Scheme, the staff are assured to get at

least one promotion once in 12 years.

After every ten years approximately, cadre restructuring is also implemented

in the Railways where the percentages of posts in the higher grades are

Page 7/9

increased with a view to opening further avenues for promotion to the

railway employees in the lower grades.

In the non-gazetted category, the following 10 scales exist in Group C and

Group D:

Designation Pay Scale (i) Khalasi 2550-3200 (RSRP) (ii) Sr Khalasi 2610- 3540 (RSRP) (iii) Tech Gr III 3050-4590 (RSRP) (iv) Tech Gr II 4000-6000 (RSRP) (v) Tech Gr I 4500-7000 (RSRP) (vi) Master Craftsman 5000-8000 (RSRP) (vii) JE-II 5000-8000 (RSRP) (viii) JE-I 5500-9000 (RSRP) (ix) SE 6500-10500 (RSRP) (x) SSE 7450-11500 (RSRP)

Since, there are ten different grades in the non-gazetted category, it is felt that, on

an average, 4 to 5 employees can be benefited by way of promotions on retirement of

each railway employee.

7.13 In the survey, an attempt was also made to collect the data about the children

that the employees of different departments are having. The survey details are given in

Table 7. 10.

Table 7.10: Department-wise number of children per employee

Number of Children

Dep

artm

ent

0 1 2 3 4 5 6 7 8

Tota

l

Staf

f

Tota

l num

ber

of c

hild

ren

Avg

. num

ber

of c

hild

ren

Accounts 4 0 9 5 1 0 0 0 0 19 37 1.95

Administration 2 6 15 1 1 0 0 0 0 25 43 1.72

Commercial 3 11 19 17 11 3 1 0 0 65 165 2.54

Electrical 5 5 25 14 3 1 0 0 0 53 114 2.15

Page 7/10

Engineering 14 16 47 56 38 21 8 5 1 206 626 3.04

Mechanical 7 15 29 22 11 6 2 0 0 92 225 2.45

Medical 4 13 17 5 2 2 0 1 0 44 87 1.98

Operating 14 21 33 35 16 2 2 0 1 124 286 2.31

Personnel 4 7 19 2 1 0 0 0 0 33 55 1.67

RPF 3 6 8 15 3 2 1 0 0 38 95 2.50

S&T 3 12 12 13 6 2 2 0 0 50 121 2.42

Union 6 6 19 7 1 0 0 0 1 40 77 1.93

Total 69 118 252 192 94 39 16 6 3 789 1931 2.45

% of 789 staff

8.75

14.9

6

31.9

4

24.3

3

11.9

1

4.94

2.03

0.76

0.38

100.

00

From the details given in table-7.10, it is clear that each railway employee, on an

average, has 2.5 children. This study clearly shows that the employees are not following

the well-established norm of having 2 children per family. In order to improve the

financial status and the overall living standard of the employees, there is an urgent need

to give more emphasis to the family welfare activities. The departments that are identified

for adoption of family planning measures are the Commercial, Engineering, Mechanical,

Medical and RPF departments. The employees of these departments should be suitably

encouraged to adopt family welfare activities.

7.14 In the survey, information was also collected about the details of spouses (who are

working) of the railway employees. The details are given in Table 7.11.

Table 7.11: Department-wise staff with working spouse

Department Spouse

working Spouse not

working Other

activities Total staff

% Working Spouse

Accounts 3 15 1 19 16.67

Administration 5 18 2 25 21.74

Commercial 14 47 4 65 22.95

Electrical 7 42 4 53 14.29

Page 7/11

Engineering 21 169 16 206 11.05

Mechanical 9 77 6 92 10.47

Medical 19 22 3 44 46.34

Operating 18 102 4 124 15.00

Personnel 3 26 4 33 10.34

RPF 1 25 12 38 3.85

S&T 5 44 1 50 10.20

Union 3 34 3 40 8.11

Total 108 621 60 789

% of 789 staff 13.69 78.71 7.60 100.00

% of average working spouses 15.92

From the details given in table-7.11, it is clear that the spouses of 15.92% of the

railway employees are working. The maximum number of working spouses of the

railway employees belong to the Administration, Commercial and Medical

Departments.

7.15 Department-wise Staff Residing in Railway Quarters:

The details of the railway employees staying in the railway quarters are


Table 7.12: Details of railway accommodations provided

Department

Staff having

their own house

Staff staying in

railway accommo-

dation

Rented accommo-

dation Others Total

Accounts 8 10 0 1 19

Administration 14 8 2 1 25

Commercial 34 26 4 1 65

Electrical 15 27 10 1 53

Engineering 48 129 16 13 206

Page 7/12

Mechanical 30 49 12 1 92

Medical 12 29 2 1 44

Operating 27 90 5 2 124

Personnel 15 16 2 0 33

RPF 7 26 2 3 38

S&T 8 31 8 3 50

Union 13 17 3 7 40

Total 231 458 66 34 789

% of 789 staff 29.28 58.05 8.37 4.31 100.00

From the details given in table-7.12, it is clear that 58.05% of the employees are

staying in railway accommodation, 29.28% are having their own houses, 8.37% are

staying in rented houses, and 4.31% employees are either sharing accommodation with

their parents or with their relatives and friends. Since, the majority of the employees are

staying in either railway accommodation or in their own houses, this factor is really a

good motivating factor.

7.16 Smoking habits of Railway employees:

The smoking habits of the railway employees department-wise are given in

Table-7.13.

Table 7.13: Department-wise details of employees having smoking habits

Department No

smoking Occasionally Often Chain

smokers Total Accounts 17 0 1 1 19

Administrati

on 24 1 0 0 25



Engineering 150 34 19 3 206


Page 7/13

Medical 36 7 1 0 44

Operating 107 9 8 0 124


RPF 27 8 2 1 38

S&T 49 1 0 0 50

Union 36 4 0 0 40

Total 636 100 45 8 789

% of 789 staff 80.61 12.67 5.70 1.01 100.00

From the details given in table 7.13, it is seen that 80.61% of the sampled railway

staff are non-smokers, 12.67% staff are occasional smokers, 5.71% are regular smokers

and 01% of staff are chain smokers. The majority of smokers are from Mechanical and

Engineering departments.

7.16.1 Category-wise details of smokers:

The category-wise details of the smokers are given in Table-7.14:

Table 7.14: Category-wise details of smokers

Category No

smoking

Occasio-

nal Often

Chain

smokers Total

% Non-

smoker

A 12 3 0 0 15 80

B 4 1 1 6 66.67

C 461 67 21 6 555 83.06

D 159 29 23 2 213 74.65

Total 636 100 45 8 789

% of 789

staff 80.61 12.67 5.70 1.01 100.00

The statistics given in table-7.14 indicate that the majority of the smokers belong

to the Engineering and Mechanical departments and there is a need to suitably counsel

the staff of these departments to leave the smoking habits. The main reasons of the staff

Page 7/14

of these departments to resort to smoking habit is mainly due to the reason that the staff

of these departments remain on line on duties for longer periods and they are posted in

the rural areas also.

7.17 Details of employees having drinking habits:

The details of the employees having drinking habits are given in Table-7.15.

Table 7.15: Department wise Details of Employees having Drinking Habits

Department No drinking Occasional Often Regular

drinking Total

Accounts 15 2 1 1 19

Administratio

n 23 2 0 0 25



Engineering 182 19 3 2 206


Medical 38 4 1 1 44

Operating 121 3 0 0 124


RPF 32 5 1 0 38

S&T 49 1 0 0 50

Union 36 3 1 0 40

Total 703 71 11 4 789

% of 789 staff 89.10 9.00 1.39 0.51 100.00

The statistics given in table-7.15 indicate that 89.1% of the employees surveyed

do not drink at all, and 9% occasionally drink. There are few regular drinkers. The

employees belonging to the Mechanical and Engineering departments have more

drinking tendencies. The employees of these departments viz. Engineering and

Mechanical should be suitably counselled about the ill effects of drinking habits. The

main reason of the staff of the Engineering and Mechanical departments for resorting to

Page 7/15

drinking is that these staff remain outside their houses on line on duties for longer

periods and develop this drinking habit.

7.18 Details of Employees having Habits to Chew Pan/Tobacco:

The category-wise details of the employees having the habit of chewing

pan/tobacco are given in Table-7.16:

Table 7.16: Details of Employees having Habits to Chew Pan/Tobacco

Category No habit Occasional Often Others Total % Non- P/Tob. eaters

A 13 2 0 0 15 86.667

B 6 0 0 0 6 100.00

C 417 95 39 4 555 75.14

D 157 40 15 1 213 73.71

Total 593 137 54 5 789 75.16

% of 789 staff 75.16 17.36 6.84 0.63 100.00

7.19 Department wise details of employees having habits of eating Pan/Tobacco:

The department wise details of the employees having the habits of eating

Pan/Tobacco are given in Table-7.17:

Table 7.17: Department wise details of employees having habits of eating

Pan/Tobacco

Department No habit Occasional Often Others Total % Non-eaters of

Pan/Tobac. Accounts 12 3 3 1 19 63.16

Administration 16 5 4 0 25 64.00

Commercial 54 6 5 0 65 83.08

Electrical 36 12 5 0 53 67.92

Engineering 161 32 11 2 206 78.16

Page 7/16

Mechanical 50 29 13 0 92 54.35

Medical 35 6 3 0 44 79.55

Operating 106 14 4 0 124 85.48

Personnel 23 8 2 0 33 69.70

RPF 27 10 0 1 38 71.05

S&T 38 8 3 1 50 76.00

Union 35 4 1 0 40 87.50

Total 593 137 54 5 789 75.16

% of 789 staff 75.16 17.36 6.84 0.63 100.00

The statistics given in table-7.17 indicate that 75.16% of the staff do not chew pan or

tobacco. This is really a good sign. The employees belonging to the Engineering and

Mechanical departments are having more tendencies to consume pan and tobacco. The staff of

these departments should be suitably counselled about the ill effects of pan/tobacco. The main

reason for the staff of the Engineering and Mechanical departments to have tendencies to

consume pan/tobacco is that, to perform duties, the staff of these departments have to stay

outside their home for longer periods of time and they develop this habit.

7.20 Details of Employees about Eating Habits:

The details of the employees eating habits are given in Table-7.18:

Table 7.18: Category wise Eating Habits of Employees

Category Veg. Non-Veg Total % Veg

A 9 6 15 60

B 4 2 6 66.67

C 401 154 555 72.25

D 125 88 213 58.69

Total 539 250 789 68.31

% of 789 staff 68.31 31.68 100.00

Page 7/17

7.21 Department-wise Eating Habits of various Employees:

The department-wise eating habits of the various employees are given in Table-7.19:

Table 7.19:Department-wise Eating Habits of Employees

Department Veg Non-veg Total % Veg

Accounts 14 5 19 73.68

Administration 19 6 25 76.00

Commercial 50 15 65 76.92

Electrical 38 15 53 71.70

Engineering 121 85 206 58.74

Mechanical 66 26 92 71.74

Medical 25 19 44 56.82

Operating 78 46 124 62.90

Personnel 29 4 33 87.88

RPF 31 7 38 81.58

S&T 34 16 50 68.00

Union 34 6 40 85.00

Total 539 250 789 68.31

% of 789 staff 68.31 31.68 100.00

The statistics given in table-7.19 indicate that 68.31% of the employees are

vegetarian and 31.68% are non-vegetarian. The maximum number of non-vegetarians is

from the Medical department. This is due to the reason that the majority of the staff of

the Medical department belong to the sanitation department and they have more

tendency to consume non-vegetarian food items.

Page 7/18

Questionnaire- Sample Survey to Determine the Motivation Levels of Railway

Employees

1. S. No.

2. Department:

3. Name:

4. Designation:

5. Unit where posted:

6. Category of staff C D

7. Place of posting Rural Semi-urban Urban

8. Date of Birth:

9. Educational Qualifications:

10. Dale of joining the Railway:

11. Total experience on the Railway:

12. Number of promotions already obtained:

13. Date of last promotion:

14. Martial status Married Unmarried

15. Number of children Sons Daughters Total

16. Whether spouse is working or not? Working Not Working

17. Accommodation Rented Own Railways

18. Do you smoke? No Occasionally Often

19. Do you drink? No Occasionally Often

Page 7/19

20. Do you take Pan/Tobacco? No Occasionally Often

21. Eating habits Veg Non-Veg

Family Environment:

SA A N DA SDA

1. After office hours I pass most of my time

with family members


with my friends’ circle


for:

a. Religious work.

b. Social work

4. My family members feel my absence

whenever I remain outside from home

5. My family members do not feel my presence

in the family

6. My family members move with me in all the

functions

Motivational aspects:

A) Authority and power:

SA A N DA SDA

1 I want to dominate people working in my

organization

2 I want to influence people

3 I want to control people

4 I want to exercise power

Page 7/20

B) Decision and goal setting:

SA A N DA SDA

1 I want to set my own goals and work

accordingly

2 I want to make my own decision

3 I want to direct others to the goal

4 I want to have social contacts with people

working in the organization

5 I want companionship with others

C) Team working:

SA A N DA SDA

1 I seek to other’s support

2 I like to extend support to others

3 I like to develop meaningful relationship

with others

4 I would like to have frequent interactions

with others

5 I would like to take responsibility

6 I would like to develop skill and ability.

D) Job satisfaction:

SA A N DA SDA

1 I like my work

2 My work is challenging

3 I would like to get feedback about my

performances

4 I would like to develop skills

Page 7/21

E) Reward motivation:

SA A N DA SDA

1 The award gives me a sense of achievement

2 The award/recognition motivates me to

work harder

3 Awards elevate my status in the society

4 The organization has recognized my

services by giving me the awards

5 Awards are strictly given on the basis of

one’s performance

F. Promotion and motivation:

SA A N DA SDA

1 Do you agree that your social status and

prestige have increased due to promotion?

2 You find your job interesting after the

promotion

3 I feel sense of achievement after the

promotion

4 Promotion has motivated me to work

harder

5 I am happy with the increase in pay after

my promotion

6 Do you agree that you have got more

authority and responsibility after

promotion?

7 My promotion has increased my control

over other staff

Page 7/22

G) Personal touch and Motivation:

SA A N DA SDA

1 Do you agree that the head of the division

takes personal interest in the welfare of the

employees?

2 The example set by my top manager

encourages me to work hard

3 Do you agree that your supervisors provide

technical support to you ?

4 Do you agree that your supervisors give

personal support in times of difficulties?

5 The top manager understands your

problems and sincerely solves them

6 I am able to approach my superior officers

easily

7 That I can express my problems to my

seniors directly and seek redressal from

management motivates me to work harder

8 Sympathetic and caring attitude of top

management motivates me to work harder

9 I have full faith in my superiors

10 The leadership which I get from superiors

encourages me to put up good performance

H) Physical working conditions:

SA A N DA SDA

1 The improvement in physical working

conditions has increased my working

efficiency

Page 7/23

2 After improvements in the working

conditions, I enjoy my work more than

before

3 Improved conditions have favourably

influenced my overall attitude towards

work

4 I am able to do more work now due to

improvements

5 The improved conditions have motivated

me to work hard

6 I am satisfied with the civil maintenance

being done

a. In office

b. In residence

7 I am satisfied with the electrical

maintenance being done

a. In office

b. In residence

8 I am satisfied with the arrangements of

water supply

8a I am satisfied with the cleanliness in

a. Colonies

b. In offices

9 I am satisfied with the output of my dealing

clerical staff

10 I am satisfied that I am getting my due

payments in time

11 I am satisfied that I am getting my due

promotions in time

Page 7/24

/25

1. SA = Strongly agree 2. A = Agree 3. N = Neutral 4. DA = Disagree 5. SDA = Strongly disagree

CHAPTER 8

ASSESSMENT OF MOTIVATION LEVELS

OF RAILWAY EMPLOYEES

8. Importance of Motivation:

Rensis Likert has called motivation as the core of management. Motivation is an

important aspect that every manager has to understand; one can get the desired results

fully only by motivating the work force working under his control. Motivation is a tool

and technique in the hands of the manager for inspiring the work force and creating

confidence in them. By motivating the work force, the manager creates the will to work

in his work force, which is essential for the achievement of the goals of the organisation.

The aim of motivation is to motivate each and every member of the organization to

work efficiently in his position to achieve the laid down targets.

As already brought out in Chapters 3 to 6, motivation is a term applied to the

entire class of urges, drives, desires, needs and similar forces. This chapter deals with

the survey of railway staffs conducted and the assessment (derived there from) of the

motivation levels, on various motivational aspects, of the railway employees belonging

to different departments like Administration, Accounts, Engineering, Mechanical,

Electrical, S&T, Personnel, Stores, Commercial, Operating, Medical, RPF and Unions.

8.1 Aspects related to Motivation:

As we know, there are many factors that influence one in his work, certain

factors motivating him to perform better, and certain factors having the effect of

demotivation in one’s work. The Indian Railways is a mammoth organisation with a

very large work force of more than fifteen lakh employees. The employees are subject to

frequent transfers, changes in jobs, different work environment (like workshops, loco-

sheds, train-lighting/coaching depots, production units, etc.), different types of bosses,

different policies at different times, and such other things. Each of these has an effect in

Page 8/ 1

one way or the other at varying degrees and for varying time periods on the

performance of one’s official duties and responsibilities, and as such all these factors

contribute to one’s motivation level in the organisation and hence his quality of

performance in work.

Considering all the above factors and my vast and varied practical experience

on the Railways for more than twenty five years at different places and at different

situations, and with different types of people of different cultures and background, I

have selected the following aspects for assessing the motivation levels of the railway

employees at large:

i. Family environment

ii. Authority & Power

iii. Decision and goal setting

iv. Team working

v. Job satisfaction

vi. Reward motivation

vii. Promotion and motivation

viii. Personal touch and motivation, and

ix. Physical working conditions.

8.1.1 Therefore, in the questionnaire prepared for surveying the employees of the

various departments of the Rajkot division, the 63 questions included in the

questionnaire were grouped in the above nine major heads.

8.1.2 The motivation levels of the employees of the different departments were

measured on a five-point scale after getting the questionnaire filled up by the staff. The

summary of the overall motivation scores obtained by the employees of the various

departments is given in the Table 8.1 to Table 8.12. In these tables, only the summary of

the scores and the average scores obtained by the staff of each department for each of

the motivation heads is given. The details of the options exercised for every question by

the staff surveyed are enclosed in the Annexure-I attached to this main research work

booklet.

Page 8/ 2

8.2 Analysis of Motivation Levels of Employees of Different Departments:

As mentioned earlier, the motivation levels of the employees of the various

departments were measured on a five-point scale after getting the questionnaire filled

up by the staff. The analysis of the scores obtained by the various staff of the different

departments is given below.

8.2.1 Accounts Department:

The details of the scores obtained from the data of 19 staff of the accounts

department are given in Table-8.1.

Table 8.1: Scores of accounts department

Category SA A N DA SDA Total

1. Family Environment

Sum of option 39 47 26 11 10

Multiply by 5 4 3 2 1

Total score 195 188 78 22 10 493

Average score 3.71

2. Authority & Power

Sum of Option 25 23 20 4 4


Total score 125 92 60 8 4 289

Average score 3.80

3. Decision & Goal Setting

Sum of option 42 46 5 2 0


Total score 210 184 15 4 0 413

Average score 4.35

4. Team Working


Page 8/ 3


Total score 245 204 30 8 0 487

Average score 4.27

5. Job Satisfaction



Total score 245 76 18 4 0 343

Average score 4.51

6. Reward Motivation



Total score 170 128 42 20 5 365

Average score 3.84

7. Promotion & Motivation



Total score 240 172 90 18 3 523

Average score 3.93

8. Personal Touch & Motivation



Total score 285 356 99 22 0 762

Average score 4.01

9. Physical Working Conditions

Sum of option 67 107 58 52 1


Total score 335 428 174 104 1 1042

Average score 3.66

Page 8/ 4

Overall Score of Motivation Level 4717

Average Motivation Score 3.94

8.2.2 Administration Department:

The details of the scores obtained from the data of 25 staff of the administration


Table 8.2: Scores of administration department





Total score 225 260 141 32 2 660

Average score 3.77




Total score e 40 84 114 54 6 298

Average score 2.98




Total score 195 268 45 8 0 516

Average score 4.13

4. Team Working



Total score 160 312 66 32 2 572

Average score 3.81

5. Job Satisfaction

Page 8/ 5



Total score 115 260 24 4 2 405

Average score 4.05




Total score 55 296 84 6 9 450

Average score 3.60


Sum of option 28 102 27 12 6


Total score 140 408 81 24 6 659

Average score 3.77


Sum of option 30 119 71 23 7


Total score 150 476 213 46 7 892

Average score 3.57


Sum of option 60 181 85 11 38


Total score 300 724 255 22 38 1339

Average score 3.57



Page 8/ 6

8.3.3 Commercial Department:

The details of the scores obtained from the data of 65 staff of the commercial


Table 8.3: Scores of commercial department



Sum of option 145 154 80 55 21


Total score 725 616 240 110 21 1712

Average score 3.76


Sum of option 82 80 65 20 13


Total score 410 320 195 40 13 978

Average score 3.76


Sum of option 146 110 51 10 8


Total score 730 440 153 20 8 1351

Average score 4.16

4. Team Working

Sum of option 178 138 51 17 6


Total score 890 552 153 34 6 1635

Average score 4.19

5. Job Satisfaction



Total score 665 384 63 10 5 1127

Page 8/ 7

Average score 4.33


Sum of option 135 109 49 25 7


Total score 675 436 147 50 7 1315

Average score 4.05


Sum of option 213 174 54 13 1


Total score 1065 696 162 26 1 1950

Average score 4.29


Sum of option 321 237 69 20 3


Total score 1605 948 207 40 3 2803

Average score 4.31


Sum of Option 267 445 190 53 20


Total Score 1335 1780 570 106 20 3811

Overall Average of score 3.91



8.2.4 Electrical Department:

The details of the scores obtained from the data of 53 staff of the Electrical


Page 8/ 8

Table 8.4: Scores of Electrical Department



Sum of option 88 164 61 42 16


Total score 440 656 183 84 16 1379

Average score 3.72


Sum of option 23 109 38 40 2


Total score 115 436 114 80 2 747

Average score 3.52


Sum of option 47 148 38 25 7


Total score 235 592 114 50 7 998

Average score 3.77

4. Team Working



Total score 370 832 84 14 1 1301

Average score 4.09

5. Job Satisfaction

Sum of option 51 122 27 12 0


Total score 255 488 81 24 0 848

Average score 4.00


Sum of option 63 121 49 25 7


Page 8/ 9

Total score 315 484 147 50 7 1003

Average score 3.78


Sum of option 72 218 49 29 3


Total score 360 872 147 58 3 1440

Average score 3.88


Sum of option 165 296 60 9 0


Total score 825 1184 180 18 0 2207

Average score 4.16


Sum of option 107 467 147 53 21


Total score 535 1868 441 106 21 2971

Average score 3.74



8.2.4 Engineering Department:

The details of the scores obtained from the data of 206 staff of the engineering


Table 8.5: Scores of engineering department



Sum of option 438 559 267 118 60


Page 8/ 10

Total score 2190 2236 801 236 60 5523

Average score 3.83


Sum of option 243 314 181 49 37


Total score 1215 1256 543 98 37 3149

Average score 3.82


Sum of option 316 544 150 16 4


Total score 1580 2176 450 32 4 4242

Average score 4.12

4. Team Working

Sum of option 416 612 166 23 19


Total score 2080 2448 498 46 19 5091

Average score 4.12

5. Job Satisfaction

Sum of option 357 372 79 12 4


Total score 1785 1488 237 24 4 3538

Average score 4.29


Sum of option 394 452 131 25 28


Total score 1970 1808 393 50 28 4249

Average score 4.13


Sum of option 489 666 229 36 22


Page 8/ 11

Total score 2445 2664 687 72 22 5890

Average score 4.08


Sum of option 758 1003 219 56 24


Total score 3790 4012 657 112 24 8595

Average score 4.17


Sum of option 830 1478 527 173 82


Total score 4150 5912 1581 346 82 12071

Average score 3.91



8.2.5 Mechanical Department:

The details of the scores obtained from the data of 92 staff of the mechanical


Table 8.6: Scores of Mechanical Department



Sum of option 112 326 144 53 9


Total score 560 1304 432 106 9 2411

Average score 3.74


Sum of option 35 198 82 49 4


Page 8/ 12

Total score 175 792 246 98 4 1315

Average score 3.57


Sum of option 85 300 60 15 0


Total score 425 1200 180 30 0 1835

Average score 3.99

4. Team Working

Sum of option 103 350 48 41 10


Total score 515 1400 144 82 10 2151

Average score 3.90

5. Job Satisfaction

Sum of option 79 235 39 14 1


Total score 395 940 117 28 1 1481

Average score 4.02


Sum of option 46 246 95 44 29


Total score 230 984 285 88 29 1616

Average score 3.51


Sum of option 102 351 109 44 38


Total score 510 1404 327 88 38 2367

Average score 3.68


Sum of option 170 639 59 46 6


Page 8/ 13

Total score 850 2556 177 92 6 3681

Average score 4.00


88 833 233 175 51

Multiply by 5 4 3 2

Total score 440 3332 699 350 51 4872

Average score 3.53



8.2.6 Medical Department:

The details of the scores obtained from the data of 44 staff of the medical


Table 8.7: Scores of medical department

Category SA A N SDA Total


Sum of option 112 75 32 10


Total score 395 448 225 64 10 1142

Average score 3.71


Sum of option

1

DA

79

Sum of option 23 77 33 23 20


Total score 115 308 99 46 20 588

Average score 3.34


Sum of option 72 115 27 5


1

Page 8/ 14

Total score 360 460 81 10 1 912

Average score 4.15

4. Team Working



Total score 420 620 72 0 1 1113

Average score 4.22

5. Job Satisfaction



Total score 370 324 60 2 0 756

Average score 4.30




Total score 395 348 141 8 3 895

Average score 4.07




Total score 485 488 237 14 3 1227

Average score 3.98


Sum of option 119 253 61 7 0


Total score 595 1012 183 14 0 1804

Average score 4.10


Sum of option 109 313 139 70 29


Page 8/ 15

Total score 545 1252 417 140 29 2383

Average score 3.61



8.2.7 Operating Department:

The details of the scores obtained from the data of 124 staff of the operating


Table 8.8: Scores of operating department



Sum of option 186 368 202 100 12


Total score 930 1472 606 200 12 3220

Average score 3.71


Sum of option 97 266 99 27 7


Total score 485 1064 297 54 7 1907

Average score 3.84


Sum of option 122 387 86 25 0


Total score 610 1548 258 50 0 2466

Average score 3.98

4. Team Working

Sum of option 188 435 98 21 2


Page 8/ 16

Total score 940 1740 294 42 2 3018

Average score 4.06

5. Job Satisfaction

Sum of option 178 264 43 9 2


Total score 890 1056 129 18 2 2095

Average score 4.22


Sum of option 190 308 85 23 14


Total score 950 1232 255 46 14 2497

Average score 4.03


Sum of option 188 459 155 44 22


Total score 940 1836 465 88 22 3351

Average score 3.86


Sum of option 417 608 153 57 5


Total score 2085 2432 459 114 5 5095

Average score 4.11


Sum of option 317 952 278 204 109


Total score 1585 3808 834 408 109 6744

Average score 3.63



Page 8/ 17

8.2.8 Personnel Department:

The details of the scores obtained from the data of 33 staff of the personnel


Table 8.9: Scores of personnel department





Total score 365 324 147 44 6 886

Average score 3.84


Sum of option 12 52 29 23 16


Total score 60 208 87 46 16 417

Average score 3.16




Total score 295 356 42 6 0 699

Average score 4.24

4. Team Working



Total score 350 400 57 18 0 825

Average score 4.17

5. Job Satisfaction


Page 8/ 18


Total score 325 216 30 6 0 577

Average score 4.37




Total score 270 280 66 26 6 648

Average score 3.93


Sum of option 77 117 21 12 4


Total score 385 468 63 24 4 944

Average score 4.09


Sum of option 98 146 68 10 8


Total score 490 584 204 20 8 1306

Average score 3.96


Sum of option 86 266 87 38 18


Total score 430 1064 261 76 18 1849

Average score 3.74



8.2.10 RPF Department:

The details of the scores obtained from the data of 83 staff of the RPF department

are given in Table-8.10.

Page 8/ 19

Table 8.10: Scores of RPF department



Sum of option 87 71 74 21 13


Total score 435 284 222 42 13 996

Average score 3.74




Total score 395 136 96 14 0 641

Average score 4.22




Total score 560 152 93 18 0 823

Average score 4.33

4. Team Working



Total score 670 272 69 6 0 1017

Average score 4.46

5. Job Satisfaction



Total score 510 136 42 4 0 692

Average score 4.55




Page 8/ 20

Total score 615 192 54 2 0 863

Average score 4.54




Total score 560 324 213 4 0 1101

Average score 4.14


Sum of option 260 76 28 16 0


Total score 1300 304 84 32 0 1720

Average score 4.53

9. Physical Working conditions

Sum of option 231 189 86 59 5


Total score 1155 756 258 118 5 2292

Average score 4.02



8.2.11 S&T Department:

The details of the scores obtained from the data of 50 staff of the S&T department

are given in Table-8.11.

Table 8.11: Scores of S&T department



Sum of option 105 110 90 37 8


Page 8/ 21

Total score 525 440 270 74 8 1317

Average score 3.76


Sum of option 38 103 37 17 5


Total score 190 412 111 34 5 752

Average score 3.76




Total score 290 628 81 12 2 1013

Average score 4.05

4. Team Working

Sum of option 83 168 36 12 1


Total score 415 672 108 24 1 1220

Average score 4.07

5. Job Satisfaction



Total score 430 408 30 8 4 880

Average score 4.40


Sum of option 80 108 39 13 10


Total score 400 432 117 26 10 985

Average score 3.94


Sum of option 120 174 40 13 3


Page 8/ 22

Total score 600 696 120 26 3 1445

Average score 4.13


Sum of option 129 291 54 18 8


Total score 645 1164 162 36 8 2015

Average score 4.03


Sum of option 173 337 138 58 44


Total score 865 1348 414 116 44 2787

Average score 3.72



8.2.12 Unions:

The details of the scores obtained from the data of 40 staff of the Unions are

given in Table-8.12.

Table 8.12: Scores of Unions



Sum of option 51 132 63 29 5


Total score 255 528 189 58 5 1035

Average score 3.70


Page 8/ 23

Sum of option 32 86 21 11 10


Total score 160 344 63 22 10 599

Average score 3.74




Total score 245 496 60 10 2 813

Average score 4.07

4. Team Working



Total score 425 536 57 4 0 1022

Average score 4.26

5. Job Satisfaction



Total score 305 328 39 8 0 680

Average score 4.25


Sum of option 60 108 17 3 12


Total score 300 432 51 6 12 801

Average score 4.01




Total score 410 536 138 18 9 1111

Average score 3.97


Page 8/ 24

Sum of option 93 235 42 8 22


Total score 465 940 126 16 22 1569

Average score 3.92


Sum of option 116 320 101 34 28


Total score 580 1280 303 68 28 2259

Average score 3.77



Page 8/ 25

8.3 The summary of the overall motivation scores department-wise obtained on the

five-point scale on each of the aspects affecting motivation is given in Table 8.13.

Table 8.13: Summary of department-wise overall motivation scores

Cat

egor

y of

mot

ivat

ion

Fam

ily

envi

ronm

ent

Aut

hori

ty a

nd

pow

er

Dec

isio

n an

d go

al

setti

ng

Team

wor

king

Job

satis

fact

ion

Rew

ard

mot

ivat

ion

Prom

otio

n

Pers

onal

touc

h

Phys

ical

wor

king

cond

ition

s To

tal S

core

out o

f 45

Ove

rall

avg.

mot

iv. l

evel

A/C's 3.71 3.80 4.35 4.27 4.51 3.84 3.93 4.01 3.66 36.08 3.94

Admin 3.77 2.98 4.13 3.81 4.05 3.60 3.77 3.57 3.57 33.25 3.68

Comm 3.76 3.76 4.16 4.19 4.33 4.05 4.29 4.31 3.91 36.76 4.07

Elect 3.72 3.52 3.77 4.09 4.00 3.78 3.88 4.16 3.74 34.66 3.86

Engg 3.83 3.82 4.12 4.12 4.29 4.13 4.08 4.17 3.91 36.47 4.03

Mech 3.74 3.57 3.99 3.90 4.02 3.51 3.68 4.00 3.53 33.94 3.75

Med 3.71 3.34 4.15 4.22 4.30 4.07 3.98 4.10 3.61 35.48 3.90

Optg 3.71 3.84 3.98 4.06 4.22 4.03 3.86 4.11 3.63 35.44 3.89

Person. 3.84 3.16 4.24 4.17 4.37 3.93 4.09 3.96 3.74 35.50 3.92

S&T 3.76 3.76 4.05 4.07 4.40 3.94 4.13 4.03 3.72 35.86 3.94

RPF 3.74 4.22 4.33 4.46 4.55 4.54 4.14 4.53 4.02 38.53 4.24

Unions 3.70 3.74 4.07 4.26 4.25 4.01 3.97 3.92 3.77 35.69 3.92

AVG 3.75 3.63 4.11 4.14 4.27 3.95 3.98 4.07 3.73 35.64 3.93

8.4 The questionnaire contained 63 questions and each question carried maximum

five marks; therefore, hypothetically the maximum marks that an individual employee

can obtain is (63x5) = 315. An analysis was done to find out the distribution of number

Page 8/ 26

of staff over various score-ranges for the different departments and the summary of the

findings is placed at Table–8.14A.

Table 8.14A : Distribution of staff over various motivation levels

Score

Range

150-

174 175-199 200-219 220-239 240-259 280-299 300-315 Total 260-279

Mean

Score 162 187 210 230 250 270 290 308 Staff

Acco 0 1 3 4 4 4 3 0 19

Admin 0 0 8 11 6 0 0 25

Comm 0 2 4 11 24 12 12 0 65

Elect 0 0 8 21 13 9 2 0 53

Engg 1 6 6 44 67 58 18 6 206

Mech 0 3 14 42 25 6 2 0 92

Medi 0 3 3 11 20 4 3 0 44

Oper 1 3 11 28 51 26 4 0 124

Pers 0 1 2 12 10 6 2 0 33

RPF 1 1 1 6 7 5 8 9 38

S&T 0 0 3 14 21 11 1 0 50

Unions 0 3 0 15 11 8 3 0 40

0

Page 8/ 27

8.5 Based on the distribution given in table-8.14A, the total score of the employees

and the average score per employee of the various departments have been calculated

and the details are given in Table-8.14B.

Table 8.14B: Motivation levels of employees of various departments

Score

Range

150-

174 175-199 200-219 220-239 240-259 260-279 280-299 300-315

Total

score

Average

score

Mean

Score 162 187 210 230 250 270 290 308

Acco 0 187 630 920 1000 1080 870 0 4687 247

Admin 0 0 1680 2530 1500 0 0 0 5710 228

Comm 0 374 840 2530 6000 3240 3480 0 16464 253

Elect 0 0 1680 4830 3250 2430 580 0 12770 241

Engg 162 1122 1260 10120 16750 15660 5220 1848 52142 253

Mech 0 561 2940 9660 6250 1620 580 0 21611 235

Medi 0 561 630 2530 5000 1080 870 0 10671 243

Oper 162 561 2310 6440 12750 7020 1160 0 30403 245

Pers 0 187 420 2760 2500 1620 580 0 8067 244

RPF 162 187 210 1380 1750 1350 2320 2772 10131 267

S&T 0 0 630 3220 5250 2970 290 0 12360 247

Unions 0 561 0 3450 2750 2160 870 0 9791 245

Overall average score of all the departments 247

8.5.1 From the data in tables 8.13 and 8.14B, it is observed that the overall average

score obtained on the five-point scale for the Rajkot division is 3.93, and the overall

average score is 247 out of 315. This score is very high, and it clearly establishes that the

railway employees are highly motivated ones. This is one of the main factors for the

staff satisfaction on the Railways. The fact that there has not been any major industrial

dispute (apart from the general railway strike of 1974) proves this point beyond doubt.

All the Railway staff posted from one corner of the country to another are seen to be

generally satisfied, and only because of their dedicated efforts and initiatives, it has

Page 8/ 28

been possible to move the enormous amount of passenger and freight traffic from one

corner of the country to another without any hiccups.

8.5.2 The data in the tables 8.14A&B also indicates that, even though the average score

obtained by the staff of the Rajkot division is 247, there is large variation in the scores

obtained by the employees belonging to the different departments. The staff of RPF has

got the highest score of 267, and whereas the minimum score of 228 has been obtained

by the staff of Administration. The department-wise score in descending order is given

in Table-8.15.

Table 8.15: Department-wise scores out of 315

Sr No. Department Average score

obtained

i RPF 267

ii Commercial 253

iii Engineering 253

iv Accounts 247

ix S&T 247

v Operating 245

vi Unions 245

vii Personnel 244

viii Medical 243

x Electrical 241

xi Mechanical 235

xii Administration 228

8.5.3 From the data given in the table 8.15, it is observed that there is a variation of 39

points between the employees belonging to the RPF and Administration departments.

The staff belonging to the Commercial, Engineering, S&T and Accounts departments

have scored reasonably well. The scores obtained by the staff belonging to the Medical,

Operating, and Personnel departments, and those belonging to the Unions are

Page 8/ 29

marginally lower than the overall average score. The three departments, viz. Electrical,

Mechanical and Administration, have been identified to have staff with low motivation

level as compared to the staff of other departments.

8.6 The various aspects for the variation of 39 points in the motivation levels

amongst the staff of the various departments have been studied to find out the reasons

for the variations. After finding the reasons for the variations, remedial actions are

required to be initiated so that the employees of the departments having relatively low

motivation level are suitably motivated to improve their work performance and output.

8.6.1 To identify the reasons for the wide variations in the motivation level amongst

the employees of the different departments, letters were sent to the various Union office

bearers, and senior officers of the Railways requesting them specifically to identify the

reasons for the variations in the motivation levels between the staff belonging to

different departments. Action was also taken to undertake a sample survey of fifty staff

of Electrical and fifty staff of Mechanical departments posted in Ahmedabad area where

responsibility levels of the employees of these two departments are more as compared

to staff of these two departments posted in Okha – Viramgam section. The graphical

representations of the overall scores obtained by the employees belonging to the

different departments, category-wise, education attainment-wise and place of posting-

wise, etc, are given in the charts and the corresponding Tables 8.16 to 8.24.

8.7 Comparison of Motivation Levels:

8.7.1 The average motivation score (on the five-point scale) of all the motivational

aspects for each department is derived and its percentage score calculated; the same are


Table 8.16: Assessment of % motivation levels of departments

S.No. Department Average motivation

score

% Motivation

score

1 Administration 3.68 73.60

Page 8/ 30

2 Mechanical 3.75 75.00

3 Electrical 3.86 77.20

4 Operating 3.89 77.80

5 Medical 3.90 78.00

6 Personnel 3.92 78.40

7 Unions 3.92 78.40

8 Accounts 3.94 78.80

9 S&T 3.94 78.80

10 Engineering 4.03 80.60

11 Commercial 4.07 81.40

12 RPF 4.24 84.80

Motivation Level Vs Departments

3.43.63.8

44.24.4

Adm

in

Mec

h

Ele

ctr

Ope

rat

Med

i

Per

so

Uni

on

Acc

ou

S&T

Eng

ine

Com

m

RPF

Departments

Avg

. Mot

ivat

ion

Leve

l

From the table 8.16 and the corresponding chart, it is noticed that the railway

employees belonging to the different departments have obtained scores varying from

73.6% to 84.4%. The lowest score of 73.6% is an appreciable value, considering the facts

that the present economic growth prevailing in the private and public sectors is not up

to the mark, and the employers are not sure of the economic growth of their industry,

and as such they cannot motivate and satisfy their employees fully. Hence, on the

Indian Railways, even the minimum score of 73.6% obtained by the Administration

Department is really a commendable achievement. The common principle is that, “no

Page 8/ 31

one can be satisfied fully on their motivation by their employer, especially the one who

works for his/her daily bread and butter”.

8.7.2 The average scores of all the departments for each of the motivational aspects

were derived, on the five-point scale and also on percentage basis, and the same are

tabulated in Table 8.17.

Table 8.17: Average scores for various motivational aspects

S.

No. Motivational Aspect

Avg. score of all

departments

% Avg. score of

all departments

1 Job satisfaction 4.27 85.40

2 Team working 4.14 82.80

3 Decision and goal setting 4.11 82.20

4 Personal touch 4.07 81.40

5 Promotion 3.98 79.60

6 Reward motivation 3.95 79.00

7 Family environment 3.75 75.00

8 Physical working conditions 3.73 74.60

9 Authority and power 3.63 72.60

Motivation Level Vs Aspects

3.33.63.94.24.5

Job

satis

f

Team

wor

k

Dec

isio

nan

d go

al

Per

sona

lto

uch

Pro

mot

ion

Rew

ard

Fam

ilyen

vir

Phy

sica

lw

ork

Aut

horit

ypo

wer

Aspects

Ave

rage

Sco

re

Page 8/ 32

In this study, nine aspects were considered as indicated in table-8.17 for

determining the motivation levels of the railway employees. Among the nine, the

minimum average score is 72.60% for authority and power, and the maximum score is

85.40% for job satisfaction. All other aspects have got positions between authority &

power and job satisfaction.

For job satisfaction, the average score obtained is 85.40%, which clearly

establishes that the railway employees are satisfied with their jobs, and therefore there

has been no serious industrial dispute after the 1974 railway strike. The railway

employees have secured less marks under the heading authority & power and physical

working conditions. Therefore, certain actions are needed to be taken to bring

improvements in these two specific areas.

8.8 Analysis on Motivational Aspects

A detailed analysis of the motivation levels associated with each motivational aspect

has been carried out. Analysis has been done department-wise, place-of-posting-wise

(i.e. urban area, semi-urban area and rural area), educational-qualification-wise (i.e.

graduate & above, higher secondary/ matriculation, and middle class & below),

designation-wise (i.e. officers/supervisors, artisans, and helpers), and marital-status-

wise (i.e. married and un-married), and the details are given below.

8.9 Authority & Power Vs Departments: The average and percentage score of the

various departments for authority & power are given in Table-8.18A and the associated

chart.

Page 8/ 33

Table 8.18A: Departmental scores for Authority & Power

S.No. 1 2 3 4 5 6 7 8 9 10 11 12 D

epar

tmen

t

Adm

inis

trat

ion

Pers

onne

l

Med

ical

Elec

tric

al

Mec

hani

cal

Uni

ons

Com

mer

cial

S&T

Acc

ount

s

Engi

neer

ing

Ope

ratin

g

RPF

Ove

rall

aver

age

Avg.

score 2.98 3.16 3.34 3.52 3.57 3.74 3.76 3.76 3.80 3.82 3.84 4.22 3.63

%

Score 59.6 63.2 66.8 70.4 71.4 74.8 75.2 75.2 76.0 76.4 76.8 84.4 72.52

Authority & Power Vs Departments

2.00

2.50

3.00

3.50

4.00

4.50

RP

F

Ope

rat

Eng

g

Acc

o

Com

m

S&

T

Uni

on

Mec

h

Ele

ctrl

Med

il

Per

son

Adm

in

Departments

Avg

. Sco

re

The aspect of authority & power exposes the quality of the person to influence

others, like whether he wants to dominate people working in his organization, or he

wants to control others, or he wants to show his powers, etc.

In this aspect, the Administration department has scored only 59.6%, which is

the least of all departments. The Accounts department is the top scorer with a score of

84.4%. All other departments have scores between these two values as depicted in the

table-8.18A and its chart.

Page 8/ 34

Since, the Administration department deals with all other departments of the

Railways and plays an important function, there is a need for the staff of the

Administration department to effect improvement as far as the authority & power

aspect of the motivation is concerned. An improvement can be brought out in this area

for the staff of the Administration department by imparting them systematic training in

the field of organisational behaviour and HRD.

8.9.1 Authority & Power Vs Place of Posting: The average scores of all the employees,

rural, semi-urban and urban area-wise, are given in Table-8.18B along with its chart.

Table 8.18B: Scores for Authority & Power based on place of posting

S.No. Question Rural

179

Rural

%

SemiUrb

178

SemiUrb

%

Urban

432

Urban

%

1 I want to dominate

people. 3.94 78.8 3.94 78.8 3.49 69.8

2 I want to influence

people. 3.75 75 3.82 76.4 3.34 66.8

3 I want to control people. 3.96 79.2 3.98 79.6 3.65 73

4 I want to exercise

power. 3.96 79.2 3.93 78.6 3.63 72.6

Overall average score 3.9 78 3.92 78.4 3.53 70.6

Page 8/ 35

Authority & Power Vs Place of Posting

3.203.403.603.804.00

S-urb Rural urb

Place of Posting

Avg

.Sco

re

8.9.2 Authority & Power Vs Educational Qualification: The average and percentage

scores of all the employees, educational-qualification-wise, are given in Table-8.18C

along with its chart.

Table 8.18C: Scores for Authority & Power based on educational qualification

No Question

Grad + above (318 Nos)

Grad + above

% Score

HSC+ Matr (192 Nos)

HSC+ Matr

% Score

Middle &

below (279 Nos)

Middle &

below %

Score 1 I want to dominate people 3.54 70.8 3.92 78.4 3.72 74.4

2 I want to influence people 3.36 67.2 3.71 74.2 3.63 72.6

3 I want to control people 3.73 74.6 3.88 77.6 3.81 76.2

4 I want to exercise power 3.77 75.4 3.82 76.4 3.75 75

Overall average score 3.6 72 3.83 76.6 3.72 74.4

Page 8/ 36

Authority & Power Vs Education

3.403.503.603.703.803.90

Matri Midd Gradu

Education

Avg

.Sco

re

8.9.3 Authority & Power Vs Designation: The average and percentage scores of all

the employees, officer/supervisor, artisan and helper-wise, are given in Table-8.18D


Table 8.18D: Scores for Authority & Power based on designation

No Question

Offr+ Super.

(315 Nos)

Offr+ Super.

% Score

Artisan

(231 Nos)

Artisan %

Score

Helper (243 Nos)

Helper %

Score

1 I want to dominate people 3.67 73.4 3.61 72.2 3.81 76.2

2 I want to influence people 3.52 70.4 3.49 69.8 3.61 72.2

3 I want to control people 3.84 76.8 3.76 75.2 3.77 75.4

4 I want to exercise power 3.89 77.8 3.68 73.6 3.72 74.4

Overall average score 3.73 74.6 3.63 72.6 3.73 74.6

Page 8/ 37

Authority & Power Vs Designation

3.55

3.6

3.65

3.7

3.75

Gr-D Officer Artisan

Designation

Avg

.Sco

re

8.9.4 Authority & Power Vs Marital Status: The average and percentage scores of all

the employees, marital-status-wise, are given in Table-8.18E along with its chart.

Table 8.18E: Scores for Authority & Power based on marital status

No Question Married (766 Nos)

Married % Score

Unmarr (23 Nos)

Unmarr % Score

1 I want to dominate people 3.7 74.0 3.61 72.2

2 I want to influence people 3.54 70.8 3.7 74.0

3 I want to control people 3.79 75.8 4.0 80.0

4 I want to exercise power 3.77 75.4 3.96 79.2

Overall average score 3.7 74.0 3.82 76.4

Authority & Power Vs Marital Status

3.603.653.703.753.803.85

Un-Mar Married

Marital Status

Avg

.Sco

re

Page 8/ 38

8.9.5 From the data contained in the tables 8.18A to 8.18E, it is observed that even

though there is no significant variations in the motivation scores obtained by the

employees of different departments posted in different areas viz. urban, rural and semi-

urban and having different educational backgrounds and different standings in the

organization, the following facts emerge from a careful and detailed analysis of the

data:

(i) The employees posted in the rural and semi-urban areas desire to have more

authority & power as compared to the employees posted in the urban areas.

This is mainly on account of the fact that the social networks and customs is

so strong in India, particularly in the small towns where the population is

less, that people try to show their standing & strength to others. The

employees posted in the rural and semi-urban areas are therefore seen to be

having more desire for authority & power so that they can feel their

importance in the society and in the workplace, and display their importance

to their fellow beings and their colleagues.

(ii) It is observed that the staffs having limited educational qualifications are

having more desire for authority and power. In the study conducted, the

employees having graduation & above qualification are seen to be having

limited urge for having authority and power as compared to the employees

having less qualification of matriculation and below. This tendency seems to

be there due to the fact that people generally long for something that they

cannot get easily.

(iii) The unmarried persons are seen to have more urge for having authority &

power as compared to the married persons. This is perhaps due to the fact

that the unmarried persons do not have any family liabilities, and can

therefore spend more time on official matters. Whereas, the married persons

invariably show more maturity and they have less desire for having authority

and power.

Page 8/ 39

8.10 Physical Working Conditions Vs Departments: The average and percentage

scores of the various departments for physical working conditions are given in Table-

8.19A and the associated chart.

Table 8.19A: Departmental scores for Physical Working Conditions

S.No. 1 2 3 4 5 6 7 8 9 10 11 12

Dep

artm

ent

RPF

Com

mer

cial

Engi

neer

ing

Uni

ons

Elec

tric

al

Pers

onal

S&T

A/C

's

Ope

ratin

g

Med

ical

Adm

inis

trat

ion

Mec

hani

cal

Ove

rall

aver

age

Avg.

score 4.02 3.91 3.91 3.77 3.74 3.74 3.72 3.66 3.63 3.61 3.57 3.53 3.73

%

Score 80.4 78.2 78.2 75.4 74.8 74.8 74.4 73.2 72.6 72.2 71.4 70.6 74.68

Physical Working Conditions Vs Departments

3.53.63.73.83.9

44.1

RP

F

Com

m

Engg

Uni

ons

Ele

ct

Pers

onal

S&T

A/C

's

Opt

g

Med

Adm

in

Mec

h

Departments

Avg

Sco

re

The effect of the physical working conditions on the motivation levels of the

employees exposes the expectation of the staff on the working environment to perform

his job better. The major items chosen for assessment of this area are improvement in

the physical working conditions, enjoyment of one’s works, better maintenance of

Page 8/ 40

offices & residences, relationship of colleagues, arranging timely payment and

promotion, and such other matters.

In this aspect, the Mechanical department has scored only 70.6%, which is the least of all

departments. The RPF department is the top scorer with a score of 80.4%. All other departments

have scores between these two values as depicted in the table-8.19A and its chart.

8.10.1 Physical Working conditions Vs Place of Posting: The average and percentage

scores of all the employees, rural, semi-urban and urban area-wise, are given in Table-

8.19B along with its chart.

Table 8.19B: Scores for Physical Working conditions based on place of posting

S. No. Question

Rural (179 Nos)

Rural %

Score

Semi-Urb (178 Nos)

Semi-Urb %

Score

Urban (432 Nos)

Urb %

Score

3.64 72.74 3.30 66.07 3.38 67.55

After improvement in working

conditions I enjoy my work more 3.83 3.51 70.11 3.43 68.66

3 Improved conditions influenced

my attitude towards work 3.85 77.09 3.68 73.60 3.74 74.86

4 Able to do more work due to

improvements 4.19 83.80 4.15 83.03 4.25 85.09

5 Improved conditions have

motivated me to work hard 3.35 67.04 3.23 64.61 3.39 67.73

6 I am satisfied with civil

maintenance in office 3.96 79.22 3.91 80.97 78.20 4.05


maintenance in residence 4.12 82.35 3.96 79.10 4.13 82.55

8 I am satisfied with electrical


1 Improvement in physical working

conditions improves efficiency

2 76.65

Page 8/ 41



I am satisfied with arrangements of

water supply 4.11 82.23 4.03 80.56 4.04 80.74

11 I am satisfied with cleanliness in

colonies

4.12 82.46 4.15 83.03 4.10 82.04

13 I am satisfied with output of my

dealing clerical staff 4.10 82.01 4.20 83.93 4.16 83.24

14 I am satisfied with due payments

in time 4.35 87.04 4.29 85.73 4.25 84.91

15 I am satisfied with due promotion

in time 4.18 83.69 4.21 4.15 83.03 84.17

Overall Average score 4.02 80.32 3.92 78.40 3.95 79.00

10

3.98 79.55 4.15 82.92 4.11 82.22


offices

Physical Working Conditions Vs Place of Posting

3.85

3.90

3.95

4.00

4.05

Rural S-urb urb

Place of posting

Avg

.Sco

re

8.10.2 Physical Working Conditions Vs Educational Qualification: The average and

percentage scores of all the employees, educational-qualification-wise, are given in

Table-8.19C along with its chart.

Page 8/ 42

Table 8.19C: Scores for Physical Working Conditions based on educational qualification

S. No. Question


Grad + above

% Score

HSC+ Matr (192 Nos)

HSC+ Matr

% Score

Middle&

below (279 Nos)

Middle&

below %

Score Improvement in physical

working conditions improved

efficiency

3.29 3.35

2


conditions I enjoy my work

more

3.35 67.04 3.55 70.94 3.75 74.98

3

Improved conditions

influenced my attitude

towards work

3.58 71.70 3.80 76.04 3.91 78.28


improvements 4.23 84.53 4.23 84.69 4.19 83.87











10 I am satisfied with

arrangements of water supply 3.95 79.06 4.09 81.77 4.14 82.80

11 I am satisfied with cleanliness

in colonies 4.13 82.52 4.13 82.50 4.02 80.43

1 65.85 66.98 3.61 72.26

Page 8/ 43

12 I am satisfied with cleanliness

in offices 4.10 81.95 4.22 84.48 4.07 81.36

13 I am satisfied with output of

my dealing clerical staff 4.17 83.33 4.19 83.85 4.12 82.37

14 I am satisfied with due

payments in time 4.22 84.34 4.32 86.46 4.32 86.38


promotion in time 4.17 83.46 4.28 85.52 4.15 83.01


8.10.3

Physical Working Conditions Vs Education

3.903.923.943.963.984.004.02

Matri Midd Gradu

Education

Avg

.Sco

re

Physical Working Conditions Vs Designation: The average and percentage

scores of all the employees, officer/supervisor, artisan and helper-wise, are given in

Table-8.19D along with its chart.

Table 8.19D: Scores for Physical Working Conditions based on designation

No Question

Offr+ Offr+ Super.

(315 Nos)

Super. %

Score

Artisan

(231 Nos)

Artisan %

Score

Helper (243 Nos)

Helper %

Score

1

Improvement in physical

working conditions improved

efficiency

4.19 83.81 4.16 83.20 4.03 80.58

Page 8/ 44

2


conditions I enjoy my work

more

4.24 84.76 4.18 83.55 4.10 82.06

3 Improved conditions influenced

my attitude towards work 4.01 80.25 4.03 80.61 3.91 78.27


improvements 4.09 81.71 4.00 80.08 4.08 81.56









9

3.53 70.54 3.56 71.17 3.59 71.77


colonies 3.39 67.75 3.32 66.32 3.60 72.02


offices 3.46 69.27 3.39 67.88 3.78 75.56


dealing clerical staff 3.83 76.62 3.93 3.57 71.30 78.52


payments in time 4.27 85.46 4.18 83.64 4.18 83.54


promotion in time 3.35 67.05 3.39 67.88 3.28 65.68


I am satisfied with electrical


10 I am satisfied with arrangements

of water supply

Page 8/ 45

Physical Working Conditions Vs Designation

3.7

3.75

3.8

Gr.D Officer Artisan

DesignationA

vg. S

core

8.10.4 Physical Working Conditions Vs Marital Status: The average and percentage

scores of all the employees, marital-status-wise, are given in Table-8.18E along with its

chart.

Table 8.19E: Scores for Physical Working

Conditions based on marital status

No Question Unmarr % Score

Married (766 Nos)

Married % Score

Unmarr (23 Nos)

1 Improvement in physical working

conditions improved efficiency 4.13 82.58 3.48 69.57

2 After improvement in working

conditions I enjoy my work more 4.18 83.58 3.35 66.96

3 Improved conditions influenced my

attitude towards work 3.99 79.74 3.70 73.91


improvements 4.06 81.23 4.39 87.83

5 Improved conditions have motivated

me to work hard 4.08 81.59 3.61 72.17

6 I am satisfied with civil maintenance in

office 3.37 67.34 4.30 86.09

7 I am satisfied with civil maintenance in

residence 3.31 66.21 4.13 82.61

8 I am satisfied with electrical 3.72 74.36 3.91 78.26

Page 8/ 46

maintenance in office


maintenance in residence 3.67 73.39 4.39 87.83

10 I am satisfied with arrangements of

water supply 3.53 70.57 4.30 86.09


colonies 3.42 68.36 4.30 86.09

12 I am satisfied with cleanliness in offices 3.55 70.91 4.43 88.70


dealing clerical staff 3.76 75.12 4.22 84.35

14 I am satisfied with due payments in

time 4.21 84.23 4.30 86.09

15 I am satisfied with due promotion in

time 3.34 66.71 4.26 85.22


Physical Working Conditions Vs Marital Status

3.503.603.703.803.904.004.10

Un-Mar Married

Marital Status

Avg

.Sco

re





Page 8/ 47


data:

(i) As compared to the other motivational aspects considered in the study, it is

noticed that the average scores obtained under the physical working

conditions are less, and hence there is need to initiate actions to improve the

working conditions to ensure that the overall motivation level of the

employees improves on that score so that their performance and output are

increased.

(ii) The Union office bearers have scored less mark under Physical Working

Conditions. It is mainly due to the fact that for redressal of grievances of staff

like improper maintenance of staff quarters, improper sanitation of colonies,

improvement in the working environment, and issue of timely promotion

orders and timely payments, they have to take up the issues often with the

higher administration for their non-performance. Therefore, they are

generally bitter about the physical working conditions. Hence, the Union

office bearers have the tendency to show dissatisfaction about the physical

working conditions.

(iii) The staffs posted in semi-urban and urban localities are more dissatisfied

with the physical working conditions as compared to the staffs posted in the

rural localities. This is mainly due to the reason that the staffs posted in the

rural areas are having low satisfaction/ expectation level and limited

requirements as compared to the staffs posted in the semi-urban and urban

areas.

(iv) It is also observed that the highly qualified employees are having more

expectations for improvement in the physical working conditions. The

qualified railway staffs will, therefore, always have more desire for getting

improvements in their physical working conditions.

(v) The married employees are also having more desire to have improvements in

the physical working conditions as compared to the unmarried people in the

following specific areas:

Page 8/ 48

Promotions

Timely payments

Proper work output from the concerned dealing clerical staffs

Proper cleanliness and sanitation in offices and colonies

Proper maintenance of engineering and electrical assets.

8.11 Family Environment Vs Departments : The average and percentage scores of the

various departments for the family environment are given in Table-8.20A and the

associated chart.

Table 8.20A: Departmental scores for Family Environment

S.No. 1 2 3 4 5 6 7 8 9 10 11 12

Uni

ons

Acc

ount

s

Med

ical

Ope

ratin

g

Elec

tric

al

Mec

hani

cal

RPF

Com

mer

cial

S&T

Engi

neer

ing

Pers

onne

l

Ove

rall

aver

age

Avg.

score 3.7 3.71 3.71 3.71 3.72 3.74 3.74 3.76 3.76 3.77 3.83 3.84 3.75

74.2 74.2 74.2 74.4 74.8 74.8 75.2 75.4 76.6 74.98

Dep

artm

ent

Adm

inis

trat

ion

%

Score 74 75.2 76.8

Family Environment Vs Departments

3.60

3.65

3.70

3.75

3.80

3.85

Per

son

Eng

g

Adm

in

S&

T

Com

m

RP

F

Mec

h

Ele

ctrl

Ope

rat

Med

il

Acc

o

Uni

on

Departments

Avg

. Sco

re

Page 8/ 49

The aspect of family environment that influences the motivation level exposes

how the railway man adjusts himself within his family and how his family members

react to his service conditions. The important items selected for assessing this aspect are

items like whether he spends most of the time with his family members or friends’

circle, or doing some thing else, opinion of his family members about his absence, etc.

In this aspect, the union persons are the lowest scorer with a score of 74%,

whereas the personnel department has scored the highest of 76.8%. Since much

variation is not noticed from the lowest to the highest scores, it is evident that the

attitude of the railway employees towards their family members is satisfactory.

8.11.1 Family Environment Vs Place of Posting: The average and percentage scores of all the employees, rural, semi-urban and urban area-wise, are given in Table-8.20B along with its chart.

Table 8.20B: Scores for Family Environment based on place of posting

S.No. Question Rural (179 Nos)

Rural % Score

Urban Semi Urb (178 Nos)

Semi Urb % Score

Urban (432 Nos) % Score

4.36 87.2 4.04 80.8 4.33

2 After office most of the

time remain with friends 2.96 59.2 3.06 61.2 2.84 56.8

3 After office carry out

religious works 3.69 73.8 3.57 71.4 3.48 69.6

4 After office do social

works 3.75 75.0 3.46 69.2 3.60 72.0

5 Family members feel my

absence 4.30 86.0 4.29 85.8 4.22 84.4

6 Family members do not

feel my presence 2.08 41.6 2.31 46.2 2.11 42.2

7 Family members move

with me 3.91 78.2 3.64 72.8 3.85 77.0



time remain with family 86.6

Page 8/ 50

Family Environment Vs Place of Posting

3.403.453.503.553.60

Rural urb S-urb

Place of Posting

Avg

. Sco

re

8.11.2 Family Environment Vs Educational Qualification: The average and percentage scores of all the employees, educational-qualification-wise, are given in Table-8.20C along with its chart.

Table 8.20C: Scores for Family Environment based on educational qualification

S. No. Question


Grad + above

% Score

HSC+ Matr

% Score

Middle &

below (279 Nos)

Middle &

below (192 Nos)

HSC+ Matr

% Score

1 After office most of the time

remain with family 4.29 85.8 4.31 86.2 4.23 84.6

2 After office most of the time

remain with friends 2.81 56.2 3.07 61.4 2.94 58.8

3 After office carry out religious

works 3.31 66.2 3.63 72.6 3.75 75

4 After office do social works 3.6 72 3.55 73 71 3.65

4.39 87.8 4.2 84 4.14 82.8

Family members do not feel

my presence 1.84 36.8 2.26 45.2 2.43 48.6

7 Family members move with

me 3.77 75.4 3.9 78 3.82 76.4



absence

6

Page 8/ 51

Family Environment Vs Education

3.353.403.453.503.553.60

Midd Matri Gradu

Education

Avg

.Sco

re

8.11.3 Family Environment Vs Designation: The average and percentage scores of all the employees, officer/supervisor, artisan and helper-wise, are given in Table-8.20D along with its chart.

Table 8.20D: Scores for Family Environment based on designation

No Question

Offr+ Super. (315 Nos)

Offr+ Super. % Score

Artisan (231 Nos)

Artisan % Score

Helper (243 Nos)

Helper % Score


time remain with family 4.24 84.8 4.33 86.6 4.26 85.2


time remain with friends 2.84 56.8 2.98 59.6 2.96 59.2

3.64 72.8 3.71 74.2

4 After office do social works 3.57 71.4 3.62 72.4 3.64 72.8


absence 4.32 86.4 4.36 87.2 4.06 81.2

6 Family members do not

feel my presence 1.91 38.2 2.13 42.6 2.48 49.6

7 Family members move

with me 3.82 76.4 3.88 77.6 3.77 75.4

Overall average score 3.56 3.57 71.4

3 After office carry out

religious works 3.35 67

3.43 68.6 71.2

Page 8/ 52

Family Environment Vs Designation

3.353.4

3.453.5

3.553.6

Gr-D Artisan Officer

Designation

Avg

.Sco

re

8.11.4 Family Environment Vs Marital Status: The average and percentage scores of all


Table 8.20E: Scores for Family Environment

based on marital status


Married % Score

Unmarr (23 Nos)

Unmarr % Score

1 After office most of the time remain

with family

4.28 85.61

4.00 80.00

After office most of the time remain

with friends

2.90 58.02

3.52 70.43

3.55 70.97 3.48 69.57

4 After office do social works 3.61 72.14 3.52 70.43

5 Family members feel my absence 4.25 84.99 4.35 86.96

6 Family members do not feel my

presence

2.15 43.03

2.13 42.61

Family members move with me 3.83


2

3 After office carry out religious works

7 76.66 3.30 66.09

Page 8/ 53

Family Environment Vs Marital Status

3.453.463.473.483.49

3.53.513.52

Married Un-Mar

Marital Status

Avg

.Sco

re






data:

(i) The employees staying in the rural areas are more satisfied with the

family environment as compared to the employees posted in the semi-

urban and urban areas. The employees having rural background try to

spend more time with their family members.

(ii) The more qualified employees have scored less mark in the family

environment as they invariably shoulder higher responsibilities that

compel them to devote less time with their family members. Similar is the

situation with the officers and senior supervisors.

(iii) The married employees are having more family bonds as compared to

unmarried employees.

Page 8/ 54

8.12 Promotion Motivation Vs Departments : The average and percentage scores of

the various departments for the promotion motivation are given in Table-8.21A and the

associated chart.

Table 8.21A: Departmental scores for Promotion Motivation

S.No. 1 2 3 4 5 6 7 8 9 10 11 12

Dep

artm

ent

Mec

hani

cal

Adm

inis

trat

ion

Ope

ratin

g

Elec

tric

al

Acc

ount

s

Com

mer

cial

Uni

on

Med

ical

Engi

neer

ing

Pers

onne

l

S&T

RPF

Ove

rall

aver

age

Avg.

score 3.68 3.77 3.86 3.88 3.93 3.97 3.98 4.08 4.09 4.13 4.14 4.29 3.98

%

Score 73.6 75.4 77.2 77.6 78.6 79.4 79.6 81.6 81.8 82.6 82.8 85.8 79.67

Promotion Motivation Vs Departments

3.603.703.803.904.004.104.204.304.40

Com

m

RP

F

S&T

Per

son

Eng

g

Med

il

Uni

on

Acc

o

Ele

ctrl

Ope

rat

Adm

in

Mec

h

Departments

Avg

.Sco

re

The impact of promotion on the motivation level of the employees helps to

understand the interests of the staffs to get promotions that evaluate their status in the

society. Some of the items considered in assessing this area are like whether social

Page 8/ 55

status and prestige have increased due to promotion or not, whether job is more

interesting after the promotion or not, and whether happiness, motivation, power, etc

have been enhanced or not.

As per the data contained in the table – 8.21A, the impact of promotion on the

motivation levels of the staffs of the Mechanical department is the lowest score as

indicated by their score of 73.6%, and whereas the staffs of the Commercial department

are more enthusiastic on promotion as suggested by their highest score of 85.8%. In this

motivational aspect, the difference between the lowest score and the highest score is

12.2%, which is very significant. However, this aspect depends upon the importance

given by individuals as well.

8.12.1 Promotion Motivation Vs Place of posting: The average and percentage scores

of all the employees, rural, semi-urban and urban area-wise, are given in Table-8.21B


Table 8.21B: Scores for promotion motivation based on place of posting


Rural % Score

Semi Urb (178 Nos)

Semi Urb% Score

Urban (432 Nos)

Urban % Score

1 Status improves with

promotion 4.00 80.0 4.08 81.7 3.97 79.4

2 I find the job interesting on

promotion 4.12 82.5 4.11 82.1 3.92 78.4

3 I feel sense of achievement

after promotion 4.11 82.1 4.03 80.6 3.93 78.6

4 Promotion motivated me to

work harder 4.17 83.5 4.11 82.1 4.00 80.1

5 I am happy with more pay on

promotion 4.09 81.9 4.17 83.4 4.13 82.6

6 I got more authority and 4.08 81.7 4.03 80.6 3.98 79.7

Page 8/ 56

responsibility after promotion

3.87 3.83 76.5 3.66 73.2


7 Promotion increased my

control on staff 77.3

Promotion Motivation Vs Place of Posting

3.853.903.954.004.054.10

Rural S-urb urb

Place of Posting

Avg

. Sco

re

8.12.2 Promotion Motivation Vs Educational Qualification: The average and

percentage scores of all the employees, educational-qualification-wise, are given in

Table-8.21C along with its chart.

Table 8.21C: Scores for promotion motivation based on educational qualification

S. No. Question


Grad + above % Score

HSC+ Matr (192 Nos)

HSC+ Matr

Middle& below % Score

% Score

Middle& below (279 Nos)

4.04 4.01 80.2 3.95 79.0


promotion 3.96 79.2 4.08 81.7 4.01 80.2

3 I feel a sense of achievement after

promotion 4.00 79.9 4.04 80.8 3.95 79.1

4 Promotion motivated me to work

harder 4.07 81.3 4.17 83.3 4.00 79.9

1 Status improves with promotion 80.8

Page 8/ 57


promotion 4.10 82.1 4.27 85.3 4.07 81.4

6 I got more authority and

responsibility after promotion 4.10 82.0 4.06 81.3 3.89 77.8

7 Promotion increased control on

staff 3.70 74.1 3.82 76.4 3.74 74.8


Promotion Motivation Vs Education

3.853.903.954.004.054.10

Matri Gradu Midd

Education

Avg

. Sco

re

8.12.3 Promotion Motivation Vs Designation: The average and percentage scores of

all the employees, officer/supervisor, artisan and helper-wise, are given in Table-

8.21D along with its chart

Table 8.21D: Scores for promotion motivation based on designation

No Question

Offr+ Super.

Offr+

(315 Nos)

Super. %

Score

Artisan

(231 nos)

Artisan %

Score

Helper (243 Nos)

Helper %

Score

1 Status improves with

promotion 4.12 82.4 4.00 80.0 3.85 77.0


promotion 4.06 81.3 4.04 80.9 3.91 78.1

I feel a sense of achievement

after promotion 4.09 3 81.8 3.95 79.0 3.91 78.1

Page 8/ 58

4 Promotion motivated me to

work harder 83.4 4.02 80.3 3.98 4.17 79.5


promotion 4.22 84.4 4.17 83.5 3.97 79.4


responsibility after promotion 4.19 83.7 3.98 79.6 3.83 76.6

7 Promotion increased control on

staff 3.82 76.4 3.70 74.0 3.68 73.7


Promotion Motivation Vs Designation

3.73.83.9

44.14.2

Officer Artisan Gr-D

Designation

Avg

. Sco

re

8.12.4 Promotion Motivation Vs Marital Status: The average and percentage scores of

all the employees, marital-status-wise, are given in Table-8.21E along with its chart.

Table 8.21E: Scores for promotion motivation based on marital status

No. Question Married (766 nos)

Married % Score

Unmarr (23 Nos)

Unmarr % Score

1 Status improves with promotion 4.01 80.1 3.87 77.4


promotion 4.01 80.2 3.96 79.1

3 I feel a sense of achievement after

promotion 4.00 79.9 3.83 76.5

Page 8/ 59

4 Promotion motivated me to work

harder 4.07 81.4 3.87 77.4


promotion 4.13 82.6 4.13 82.6


responsibility after promotion 4.01 80.3 4.09 81.7

7 Promotion increased control on staff 3.75 75.0 3.61 72.2


Promotion Motivation Vs Marital Status

3.85

3.90

3.95

4.00

4.05

Married Un-MarMarital Status

Avg

. Sco

re

8.12.5 From the details of analysis contained in the tables 21A to 21E, the following

views emerge:

(i) The employees belonging to the Commercial, RPF, S&T, Personnel and

Engineering departments are having more urge for promotions. It is clear

that, with promotions in their career, the status and responsibility of the

employees belonging to these departments having public dealing

increased substantially, which in turn improved their social status. As

such, the staffs of these departments are motivated to get further

promotions.

Page 8/ 60

(ii) The data also brings out that the staffs posted in the rural and semi-urban

areas are having more urge for promotions, as with promotions their

overall status in the society gets upgraded.

(iii) The officers and senior supervisors are also motivated more on

promotions as compared to the staffs in the artisan and helper category.

(iv) The married staffs are also having more desire for promotion as compared

to the unmarried employees.

8.13 Reward motivation Vs Departments: The average and percentage score of the

various departments for reward motivation are given in Table-8.22A and the associated

chart.

Table 8.22A: Departmental scores for Reward motivation

S.No. 1 2 3 4 5 6 7 8 9 10 11 12

Dep

artm

ent

Mec

hani

cal

Adm

inis

trat

ion

Elec

tric

al

Acc

ount

s

Pers

onne

l

S&T

Uni

on

Ope

ratin

g

Com

mer

cial

Med

ical

Engi

neer

ing

RPF

Ove

rall

aver

age

Avg.

score 3.51 3.6 3.78 3.84 3.93 3.94 4.01 4.03 4.05 4.07 4.13 4.54 3.95

%

Score 70.2 72 75.6 76.8 78.6 78.8 80.2 80.6 81 81.4 82.6 90.8 79.05

Page 8/ 61

Reward Motivation Vs Departments

3.40

3.60

3.80

4.00

4.20

4.40

4.60

RP

F

Eng

g

Med

il

Com

m

Ope

rat

Uni

on

S&

T

Per

son

Acc

o

Ele

ctrl

Adm

in

Mec

h

Departments

Avg

. Sco

re

The aspect of reward motivation is to ascertain the views of the railway

employees as to how much they are meriting it. The items like the award gives a sense

of achievement for the employee, the award/recognition motivates the employee to

work harder, awards elevate the status of the employee in the society, the organization

has recognized his services by giving him award, and awards are strictly given on the

basis of one’s performance were considered for assessing this aspect.

From the data obtained, it is seen that there is considerable difference of opinion

among the various departments. The lowest score of 70.2% was credited by the

mechanical department, whereas the highest score of 90.8% was credited by the RPF

department. Since the RPF staffs are specifically recognised by their department due to

rewards, they might have strongly been influenced by the reward motivation.

8.13.1 Reward motivation Vs Place of Posting: The average and percentage scores of

all the employees, rural, semi-urban and urban area-wise, are given in Table-8.22B


Page 8/ 62

Table 8.22B: Scores for reward motivation based on place of posting


Rural % Score

Semi Urb (178 Nos)

Semi Urb% Score

Urban (432 Nos)

Urban % Score

1 Awards give a sense of achievement 4.19 83.8 4.13 82.7 4.12 82.5

2 Awards motivate to work hard 4.26 85.1 4.26 85.2 4.09 81.8

3 Awards elevate the status in society 4.03 80.6 4.11 82.2 3.93 78.6

4 Awards are given on performance 3.87 77.3 3.91 78.2 77.1

5 Awards are given strictly on the

basis of performance 3.96 79.2 3.58 71.6 3.68 73.5


3.86

Reward Motivation Vs Place of Posting

3.853.903.954.004.054.10

Rural S-urb urb

Place of Posting

Avg

. Sco

re

8.13.2 Reward Motivation Vs Education: The average and percentage scores of all the

employees, educational-qualification-wise, are given in Table-8.22C along with its chart.

Table 8.22C: Scores for reward motivation based on educational qualification

S. No. Question

Grad + above

318

Grad + above

%

HSC+ Matr 192

HSC+ Matr

%

Middle &

below 279

Middle &

below %

1 Awards give a sense of

achievement 4.20 84.0 4.14 82.7 4.08 81.5

Page 8/ 63


3 Awards elevate the status in

society 3.97 79.4 3.98 79.7 4.03 80.6

4 Awards are given on

performance 3.87 77.4 3.96 79.3 3.81 76.1




Reward Motivation Vs Education

3.933.943.953.963.973.983.994.00

Matri Gradu Midd

Education

Avg

.Sco

re

8.13.3 Reward Motivation Vs Designation: The average and percentage scores of all

the employees, officer/supervisor, artisan and helper-wise, are given in Table-8.22D


Table 8.22D: Scores for reward motivation based on designation

No Question Offr+ Super.

315

Offr+ Super.

%

Artisan

231

Artisan %

Helper 243

Helper %

1 Awards give a sense of

achievement 4.22 84.4 4.10 82.1 4.07 81.4


3 Awards elevate the status in

society 3.95 78.9 4.02 80.4 3.98 79.6

Page 8/ 64

4 Awards are given on performance 3.95 78.9 3.88 77.6 3.77 75.3




Reward Motivation Vs Designation

3.9

3.95

4

4.05

Officer/Super. Gr-D Artisan

Designation

Avg

. Sco

re

8.13.4 Reward Motivation Vs Marital Status: The average and percentage scores of all


Table 8.22E: Scores for reward motivation based on marital status


Married % Score

Unmarr (23 Nos)

Unmarr % Score

1 Awards give a sense of achievement 4.14 82.7 4.26 85.2

2 Awards motivate to work hard 4.17 83.3 4.13 82.6

3 Awards elevate the status in society 3.99 79.8 4.04 80.9

4 Awards are given on performance 3.87 77.4 3.87 77.4

5 Awards are given strictly on the basis of

performance 3.72 74.4 3.74 74.8


Page 8/ 65

Reward Motivation Vs Marital Status

3.963.973.983.994.004.014.02

Un-Mar Married

Marital Status

Avg

. Sco

re

8.13.5 The analysis contained in the tables 8.22A to 8.22E brings out the following facts:

(i) The staffs of the RPF departments are highly motivated to get rewards as, by

getting rewards, the chances for their further promotions increase. At the

same time, their status in the society also gets upgraded.

(ii) Due to the prevailing social customs, the employees posted in the rural and

semi-urban areas are having more urge to get awards, as, with the receipt of

awards, their overall standing in the society gets elevated.

In this regard, I would like to narrate a simple incident. During the General

Manager/Western Railway’s annual inspection of the Okha-Rajkot section in the year

2003, the level crossing gate near Dwarika station was inspected. The GM had tested

the knowledge of the gateman who was present at the gate. The gateman was able to

answer the questions satisfactorily and GM was pleased to sanction an award of Rs.

1,000 to the gateman. After the receipt of this award, the concerned gateman became a

‘HERO’ in his village.

This level crossing gate was looked after by three gatemen in three shifts and due

to their combined efforts, the upkeep of this gate was satisfactory. The other two

gatemen who were posted at this gate and staying in the same village were looked

down by their fellow villagers on the plea that out of three gatemen only one was

awarded by the GM.

Page 8/ 66

Later on, during my inspection of the same LC gate, another gateman was

present on duty and he clearly brought out to my notice that the upkeep of that gate

had improved not due to the hard work put in by one gateman who was awarded by

the GM, but it was a result of the combined efforts put in by all the three gatemen

posted at that gate. He also brought out to my notice that since only one gateman was

awarded, that had created a serious situation for him in the society as the overall status

of the gateman who was awarded by the GM had improved and the villagers are not

treating the other two gatemen properly. There was a clear sign of dissatisfaction on his

face and it was quite apparent that the other two gatemen posted at the same level

crossing gate were highly demoralized. In order to correct the situation and to give

importance to the other two gatemen, I immediately sanctioned individual awards in

their favour and subsequently it was learnt that these two gatemen were also honoured

in their village, and this action proved as a catalyst in motivating the other two

gatemen.

8.14 Personnel Touch Vs Departments: The average and percentage scores of the

various departments for personnel touch are given in Table-8.23A and the associated

chart.

Table 8.23A: Departmental scores for Personnel touch

S.No. 1 2 3 4 5 6 7 8 9 10 11 12

Dep

artm

ent

Adm

inis

trat

ion

Uni

ons

Pers

onne

l

Mec

hani

cal

Acc

ount

s

S&T

Med

ical

Ope

ratin

g

Elec

tric

al

Engi

neer

ing

Com

mer

cial

RPF

Ove

rall

aver

age

Avg.

score 3.57 3.92 3.96 4 4.01 4.03 4.1 4.11 4.16 4.17 4.31 4.53 4.07

%

Score 71.4 78.4 79.2 80 80.2 80.6 82 82.2 83.2 83.4 86.2 90.6 81.45

Page 8/ 67

Personal Touch Vs Departments

3.003.203.403.603.804.004.204.404.604.80

RP

F

Com

m

Eng

g

Ele

ctrl

Ope

rat

Med

il

S&T

Acc

o

Mec

h

Per

son

Uni

on

Adm

in

Departments

Avg

. Sco

re

The aspect of personal touch has been used to evaluate the opinion of the

employees on their higher authorities on matters related to work as also personal

affairs. Therefore, the questions like:

i. Do you agree that the head of division takes personal interest in the welfare of

the employees?

ii. Do you agree that your supervisors provide technical support to you?

iii. Do you agree that your supervisors give personal support in times of

difficulties?

iv. Does the top manager understand your problems and sincerely solve them?

v. Are you able to approach your superior officers easily? were considered.

Under this aspect, the RPF personnel have scored 90.6% and that is the highest

among all the departments. The Administration department has scored the minimum

score of 71.4%, and thus there is a difference of 19.2% between the highest and lowest

scores obtained on this aspect.

Page 8/ 68

8.14.1 Personal Touch Vs Place of Posting: The average and percentage scores of all

the employees, rural, semi-urban and urban area-wise, are given in Table-8.23B along

with its chart.

Table 8.23B: Scores for personal touch based on place of posting

S.No. Question

Rural (179 Nos)

Rural % Score

Semi Urb (178 Nos)

Semi Urb% Score

Urban (432 Nos)

Urban % Score

1 Do you agree that HOD takes

personal interest in staff welfare? 4.16 83.1 4.03 80.6 4.16 83.3

2 Examples by top manager

encourage me to work harder 4.20 83.9 4.10 82.0 4.20 84.1

3 Supervisors provide technical

support 4.06 81.1 3.94 78.8 3.98 79.6

4 Supervisors give personal support

in difficult times 4.12 82.5 4.02 80.3 4.05 81.0

5 Top manager understands my

problems and solves sincerely 4.13 82.7 4.06 81.1 4.06 81.3

6 I am able to approach superiors

easily 3.45 68.9 3.40 68.0 3.33 66.6

7 I can express problems to seniors

and seek redressal 3.37 67.5 3.21 64.3 3.31 66.3

8

Sympathetic attitude of top

management motivates me to work

harder

3.74 74.9 3.75 74.9 3.71 74.2

9 I have full faith in my superiors 3.64 72.7 3.72 74.5 3.66 73.1

10 The leadership of superiors

encourages me 3.60 72.1 3.41 68.2 3.56 71.2


Page 8/ 69

Personal Touch Vs Place of Posting

3.70

3.75

3.80

3.85

3.90

Rural urb S-urb

Place of posting

Avg

. Sco

re

8.14.2 Personal Touch Vs Educational Qualification: The average and percentage

scores of all the employees, educational-qualification-wise, are given in Table-8.23C


Table 8.23C: Scores for personal touch based on educational qualification

S. No. Question

Grad + above

318

Grad + above

%

HSC+ Matr 192

HSC+ Matr

%

Middle &

below 279

Middle &

below %






support 3.98 79.6 4.02 80.4 3.97 79.5

4 Supervisors give personal

support in difficult times 4.06 81.2 4.10 82.1 4.03 80.5




easily 3.27 65.3 3.40 68.0 3.47 69.4

Page 8/ 70



8


management motivates me to

work harder

3.66 73.1 3.77 75.3 3.77 75.5



encourages me 3.47 69.5 3.56 71.1 3.59 71.8


Personal Touch Vs Education

3.743.763.783.803.823.843.86

Matri Midd Gradu

Education

Avg

. Sco

re

8.14.3 Personal Touch Vs Designation: The average and percentage scores of all the

employees, officer/supervisor, artisan and helper-wise, are given in Table-8.23D along

with its chart

Table 8.23D: Scores for personal touch based on designation


315

Offr+ Super.

%

Artisan

231

Artisan %

Helper 243

Helper %





Page 8/ 71


support 4.02 80.4 4.06 81.3 4.14 82.9

4 Supervisors give personal support

in difficult times 4.07 81.3 4.07 81.4 4.14 82.7




easily 4.20 84.0 4.03 80.5 4.00 80.1



8


management motivates me to

work harder

4.23 84.6 4.07 81.4 4.14 82.8



encourages me 4.20 84.1 4.20 84.1 4.16 83.2


Personal Touch Vs Designation

4

4.05

4.1

4.15

4.2

Officer/Super. Gr-D Artisan

Designation

Avg

. Sco

re

8.14.4 Personal touch Vs Marital Status: The average and percentage scores of all the

employees, marital-status-wise, are given in Table-8.23E along with its chart.

Page 8/ 72

Table 8.23E: Scores for personal touch based on marital Status


Married % Score

Unmarr (23 Nos)

Unmarr % Score

1 Do you agree that HOD takes personal

interest in staff welfare? 3.99 79.8 4.22 84.3

2 Examples by top manager encourage

me to work harder 4.08 81.7 4.17 83.5

3 Supervisors provide technical support 4.08 81.5 4.00 80.0

4 Supervisors give personal support in

difficult times 4.08 81.6 3.96 79.1


problems and solves sincerely 4.04 80.9 4.04 80.9

6 I am able to approach superiors easily 4.08 81.6 3.52 70.4

7 I can express problems to seniors and

seek redressal 4.11 82.2 3.13 62.6

8


management motivates me to work

harder

4.15 83.1 3.96 79.1

9 I have full faith in my superiors 4.28 85.6 3.61 72.2

10 The leadership of superiors encourages

me 4.19 83.8 3.78 75.7


Page 8/ 73

Personal Touch Vs Marital Status

3.703.803.904.004.104.20

Married Un-Mar

Marital Status

Avg

. Sco

re

8.14.5 The analysis contained in the tables 8.23A to 8.23E brings out the following facts::

(i) The staffs posted in the rural areas are more influenced by the personal

touch effect and attach more importance to the personal touch displayed

by their officers.

(ii) The staffs having limited educational background are more motivated by

the personal touch as compared to other staffs having higher education

backgrounds.

(iii) The officers and senior supervisors also show improvement in their

performance with the concern and personal touch displayed by their

senior officials.

As compared to the unmarried staffs, the married staffs are encouraged

more by the personal touch, as psychologically they are altogether

different from the married employees.

(iv)

8.15 Decision and Goal-Setting Vs Departments: The average and percentage scores

of the various departments for decision and goal-setting are given in Table-8.24A and

the associated chart.

Page 8/ 74

Table 8.24A: Departmental scores for decision and goal-setting

S.No. 1 2 3 4 5 6 7 8 9 10 11 12 D

epar

tmen

t

Elec

tric

al

Ope

ratin

g

Mec

hani

cal

S&T

Uni

on

Engi

neer

ing

Adm

inis

trat

ion

Med

ical

Com

mer

cial

Pers

onne

l

RPF

Acc

ount

s

Ove

rall

aver

age

Avg.

score 3.77 3.98 3.99 4.05 4.07 4.12 4.13 4.15 4.16 4.24 4.33 4.35 4.11

%

Score 75.4 79.6 79.8 81 81.4 82.4 82.6 83 83.2 84.8 86.6 87 82.23

Decision & Goal-Setting Vs Departments

3.403.503.603.703.803.904.004.104.204.304.40

Acco

RPF

Pers

on

Com

m

Med

il

Adm

in

Engg

Uni

on

S&T

Mec

h

Ope

rat

Elec

trl

Departments

Avg

. Sco

re

The decision and goal-setting aspect of motivation level is to know the attitude

and aim of an employee to achieve the desired target/output. Here, the valuation has

been made by obtaining the views of the employees as to what exactly they would like

to set as their goals. Some of the items covered are as under:

i. I want to set my own goals and work accordingly.

Page 8/ 75

ii. I want to make my own decisions.

iii. I want to direct others to the goal.

iv. I want to have social contacts with people working in the organization.

v. I want companionship with others.

In this aspect, the Accounts department has scored 87%, which is the highest

score among all the departments. The Electrical department has got the lowest score of

75.4%.

The reason for the safety departments like Operating, S&T, Electrical, and

Mechanical to have low scores is that they are not able to take independent decisions on

the spot. Whereas, the Accounts, RPF and Personnel departments are able to take their

decisions on the spot according to the prevailing situations.

8.15.1 Decision and Goal-setting Vs Place of posting: The average and percentage

scores of all the employees, rural, semi-urban and urban area-wise, are given in Table-

8.24B along with its chart.

Table 8.24B: Scores for decision and goal-setting based on place of posting


Rural % Score

Semi Urb (178 Nos)

Semi Urb% Score

Urban (432 Nos)

Urban % Score

1 I want to set my own goals 4.35 87.0 4.26 85.3 4.27 85.5

2 I want to make my own decisions 4.30 86.0 4.10 82.0 4.19 83.8

3 I want to direct others 3.82 76.3 3.81 76.2 3.79 75.8

4 I want to have social contacts 4.06 81.1 4.08 81.6 4.06 81.2

I want companionship 4.03 80.6 4.10 81.9 3.96 79.3


5

Page 8/ 76

Decision & Goal-Setting Vs Place of Posting

4.024.044.064.084.104.12

Rural S-urb urb

Place of Posting

Avg

. Sco

re

8.15.2 Decision and goal-setting Vs Education: The average and percentage scores of

all the employees, educational-qualification-wise, are given in Table-8.24C along with

its chart.

Table 8.24C: Scores for decision and goal setting based on qualification

S. No. Question

Grad + above

318

Grad + above

%

HSC+ Matr

HSC+ Matr 192 %

Middle&

below 279

Middle&

below %

4.47 89.4 4.24 84.9 4.11 82.3

2 I want to make my own

decisions 4.32 86.4 4.26 85.2 4.08 81.6



5 I want companionship 4.04 80.9 4.07 81.5 3.92 78.4


1 I want to set my own goals

Page 8/ 77

Decision & Goal-Setting Vs Education

3.80

3.90

4.00

4.10

4.20

Gradu Matri Midd

Education

Avg

. Sco

re

8.15.3 Decision and Goal-Setting Vs Designation: The average and percentage scores

of all the employees, officer/supervisor, artisan and helper-wise, are given in Table-

8.24D along with its chart

Table 8.24D: Scores for decision and goal-setting based on designation

No Question 315

Offr+ Super.

%

Artisan

231

Artisan %

Helper 243

Helper %

1 I want to set my own goals 4.42 88.3 4.35 86.9 4.07 81.4

2 I want to make my own decisions 4.29 85.8 4.31 86.2 4.05 80.9



5 I want companionship 81.1 4.00 80.0 3.95 4.06 79.0


Offr+ Super.

83.2 4.11 82.2

Page 8/ 78

Decision & Goal-Setting Vs Designation

3.8

3.9

4

4.1

4.2

Officer/Super. Artisan Gr-D

Designation

Avg

. Sco

re

8.15.4 Decision and Goal-Setting Vs Marital Status: The average and percentage

scores of all the employees, marital-status-wise, are given in Table-8.24E along with its

chart.

Table 8.24E: Scores for decision and goal-setting based on marital status


Married % Score

Unmarr (23 Nos)

Unmarr % Score

1 I want to set my own goals 4.28 85.6 4.65 93.0

2 I want to make my own decisions 4.21 84.3 4.43 88.7

3 I want to direct others 3.80 76.0 3.78 75.7

4 I want to have social contacts 4.06 81.3 4.09 81.7

5 I want companionship 4.00 80.0 4.22 84.3


Page 8/ 79

Decision & Goal-Setting Vs Marital Staus

3.954.004.054.104.154.204.25

Un-Mar Married

Marital Status

Avg

. Sco

re

8.15.5 The analysis contained in the tables 8.24A to 8.24E brings out the following facts::

(i) The officers and senior supervisors including artisans are more motivated to

take decisions and set their own targets and goals.

(ii) The unmarried staffs are more inclined to set their own goals and take

independent decisions, whereas the married staffs generally have a tendency

to take decisions in consultation with their family members.

(iii) The educated qualified staffs are more motivated to take decisions and set

their own goals as compared to the staffs having limited educational

background.

The staffs posted in the rural areas are also having more flare for decision and

goal-setting as compared to the staffs posted in the urban and semi-urban

areas. This is mainly due to the reason that the staffs posted in the rural areas

and staying in isolation are located far away from their headquarters. For

their day-to-day work, they have to depend upon their own initiatives and

decisions. Therefore, such types of staff are more motivated to take

independent decisions and set their own goals.

(iv)

8.16 Team Working Vs Departments: The average and percentage scores of the

various departments for team working are given in Table-8.25A and the associated

chart.

Page 8/ 80

Table 8.25A: Departmental scores for team working

S.No. 1 2 3 4 5 6 7 8 9 10 11 12

Dep

artm

ent

Adm

inis

trat

ion

Mec

hani

cal

Uni

on

Ope

ratin

g

S&T

Elec

tric

al

Engi

neer

ing

Pers

onne

l

Com

mer

cial

Med

ical

Acc

ount

s

RPF

Ove

rall

aver

age

Avg.

score 3.81 3.9 4.06 4.07 4.09 4.14 4.12 4.17 4.19 4.22 4.26 4.27 4.46

%

Score 76.2 78 81.2 81.4 81.8 82.4 84.4 85.2 85.4 83.4 83.8 89.2 82.7

Team Working Vs. Departments

3.40

3.60

3.80

4.00

4.20

4.40

4.60

RP

F

Acc

o

Uni

on

Med

il

Com

m

Per

son

Eng

g

Ele

ctrl

S&

T

Ope

rat

Mec

h

Adm

in

Departments

Avg

. Sco

re

The team-working plays a very important role in any organisation for their

efficient performance and results of the unit. Here also the aim of considering this

Page 8/ 81

aspect is to determine the existing relationships of the employees of the various

departments.

From the data in the table 8.25A, it is evident that the RPF department is the best

performer of team working, with a score of 89.2%. The least scorer is the Administration

department that has scored only 76.2%. A variation of 13.0% is there between the

highest and lowest scores. This much variation is there due to differences in the nature

of work from one department to another, differences in dealing with technical matters,

involvement of safety consciousness, dealing with public, etc.

8.16.1 Team Working Vs Place of Posting: The average and percentage scores of all the

employees, rural, semi-urban and urban area-wise, are given in Table-8.25B along with

its chart.

Table 8.25B: Scores for team working based on place of posting

S.No. Question

Rural (179 Nos)

Rural % Score

Semi Urb (178 Nos)

Semi Urb% Score

Urban (432 Nos)

Urban % Score

1 I seek others’ support 3.92 78.3 4.01 80.1 3.95 79.0

2 I like to extend support to others 4.07 81.5 4.20 83.9 4.25 84.9

3 I develop meaningful relationships 4.18 83.6 4.07 81.5 4.13 82.5

4 I like frequent interactions 3.51 70.3 3.80 76.0 3.72 74.4

5 I like to take responsibility 4.26 85.3 4.33 86.6 4.30 86.0

6 I like to develop skill & ability 4.33 86.6 4.39 87.9 4.41 88.2


Page 8/ 82

Team Working Vs Place of Posting

3.954.004.054.104.154.20

S-urb urb Rural

Place of posting

Avg

. Sco

re

8.16.2 Team Working Vs Education: The average and percentage scores of all the


Table 8.25C: Scores for team working based on qualification

S. Grad + above

318

Grad + above

%

HSC+ Matr 192

HSC+ Matr

%

Middle &

below 279

Middle &

below %


2 I like to extend support to

others 4.28 85.6 4.21 81.8 84.2 4.09

I develop meaningful

relationships 4.19 83.8 4.22 84.5 3.99



I like to develop skill & ability 4.53 90.7 4.39 87.8 4.22 84.4


No. Question

3 79.7

6

Page 8/ 83

Team Working Vs Education

3.90

4.00

4.10

4.20

Gradu Matri Midd

Education

Avg

.Sco

re

8.16.3 Team Working Vs Designation: The average and percentage scores of all the


with its chart

Table 8.25D: Scores for team working based on designation


315

Offr+ Super.

%

Artisan 231

Artisan %

Helper 243

Helper %


2 I like to extend support to others 4.31 86.2 4.16 83.2 4.08 81.6

I develop meaningful

relationships 4.24 84.8 4.15 83.0 3.95 79.1



6 I like to develop skill & ability 4.50 88.8 83.9 90.0 4.44 4.19

4.20 4.12 82.4

3


Page 8/ 84

Team Working Vs Designation

3.93.95

44.05

4.14.15

4.24.25

Officer/Super. Artisan Gr-D

Designation

Avg

.Sco

re

8.16.4 Team Working Vs Marital Status: The average and percentage scores of all the


Table 8.25E: Scores for team working based on marital Status


Married % Score

Unmarr (23 Nos)

Unmarr % Score

1 I seek others’ support 3.96 79.1 3.87 77.4

I like to extend support to others 4.20 83.9 4.17 83.5

3 I develop meaningful relationships 4.12 82.4 4.26 85.2

4 I like frequent interactions 3.68 73.7 3.96 79.1

5 I like to take responsibility 4.29 85.9 4.43 88.7

6 I like to develop skill & ability 4.39 87.7 4.48 89.6


2

Page 8/ 85

Team Working Vs Marital Status

4.05

4.10

4.15

4.20

4.25

Un-Mar Married

Marital Status

Avg

. Sco

re

8.16.5 The analysis contained in the tables 8.25A to 8.25E brings out the following facts:

(i) The well-educated and qualified staffs understand the importance of

team working and they are well motivated to work in any team

satisfactorily.

(ii) The senior supervisors and officers also understand the importance of

team working and they are well motivated for team work.

The unmarried staffs are not bound by any family bonds and they tend

to be playful and easily mix with other fellow employees, and hence

they are more suitable for a team work.

(iii)

8.17 Job satisfaction Vs Departments: As the proverb “work is worship” implies, one

has to attach most importance to his work; however, a few may not agree with this

principle. Hence, the aspect of job satisfaction has also been incorporated in the study to

evaluate the interest of the employees, like whether he likes his work or not, whether

his work is challenging, whether he develops skills on his working, etc. The average

and percentage scores of the various departments for job satisfaction are given in Table-

8.26A and the associated chart.

Page 8/ 86

Table 8.26A: Departmental Scores for Job Satisfaction

S.No. 1 2 3 4 5 6 7 8 9 10 11 12

Dep

artm

ent

Elec

tric

al

Mec

hani

cal

Adm

inis

trat

ion

Ope

ratin

g

Uni

on

Engi

neer

ing

Med

ical

S&T

Ove

rall

aver

age

Com

mer

cial

Pers

onne

l

Acc

ount

s

RPF

Avg.

score 4 4.02 4.05 4.22 4.25 4.29 4.3 4.4 4.51 4.55 4.33 4.37 4.27

%

Score 80 80.4 81 84.4 85 86 86.6 87.4 88 85.8 90.2 91 85.48

Job Satisfaction Vs Departments

4.00

4.10

4.20

4.30

4.40

4.50

4.60

RP

F

Acc

o

S&T

Per

son

Com

m

Med

il

Eng

g

Uni

on

Ope

rat

Adm

in

Mec

h

Ele

ctrl

Departments

Avg

. Sco

re

From the data contained in the table 8.26A, it is seen that the Electrical

department has scored the least value of 80.0%, whereas the staff of the RPF has scored

the maximum score of 91%.

8.17.1 Job Satisfaction Vs Place of Posting: The average and percentage scores of all

the employees, rural, semi-urban and urban area-wise, are given in Table-8.26B along

with its chart.

Page 8/ 87

Table 8.26B: Scores for job satisfaction based on place of posting


Rural % Score

Semi-Urb (178 Nos)

Semi- Urb% Score

Urban (432 Nos)

Urban %

1 I like my work 4.45 88.9 4.45 89.0 4.42 88.3

2 My work is challenging 4.20 83.9 4.15 82.9 4.10 81.9

I like to get feed back of my

performance 4.16 82.5

4 I like to develop skills 4.23 84.7 4.31 86.2 4.35 86.9


3 83.1 4.05 81.0 4.13

Job Satisfaction Vs Place of Posting

4.22

4.23

4.24

4.25

4.26

Rural urb S-urb

Place of posting

Avg

. Sco

re

8.17.2 Job Satisfaction Vs Education: The average and percentage scores of all the


Table 8.26C: Scores for job satisfaction based on educational qualification

S. No. Question


Grad + above

% Score

HSC+ Matr

% Score

Middle

(192 Nos)

HSC+ Matr

% Score

1 I like my work 4.47 89.4 4.42 88.3 4.39 87.9

2 My work is challenging 4.24 84.8 4.07 81.4 4.05 80.9

&

below (279 Nos)

Middle &

below

Page 8/ 88

3 I like to get feed back of my

performance 4.21 84.3 4.09 81.9 4.02 80.4


4.36 87.2 4.21 84.2 4.15 83.0 Overall average score

Job Satisfaction Vs Education

4.00

4.10

4.20

4.30

4.40

Gradu Matri Midd

Education

Avg

.Sco

re

8.17.3 Job Satisfaction Vs Designation: The average and percentage scores of all the


with its chart

Table 8.26D: Scores for job satisfaction based on designation

No Question

Offr+ Super.

(315 Nos)

Offr+ Super.

% Score

Artisan

(231 Nos)

Artisan %

Score

Helper (243 Nos)

Helper %

Score

1 I like my work 4.53 90.5 4.33 86.6 4.41 88.1

My work is challenging 4.27 85.4 4.11 82.3 3.96


performance 4.24 84.8 4.08 81.6 3.99 79.8



2 79.2

Page 8/ 89

Job Satisfaction Vs Designation

3.94

4.14.24.34.4

Officer/Super Artisan Gr-D

Designation

Avg

. Sco

re

8.17.4 Job Satisfaction Vs Marital Status: The average and percentage scores of all the


Table 8.26E: Scores for job satisfaction based on marital status


Married % Score

Unmarr (23 Nos)

Unmarr % Score

1 I like my work 4.44 88.7 4.26 85.2

2 My work is challenging 4.13 82.6 4.17 83.5


performance 4.11 82.2 4.26 85.2

I like to develop skills 4.31


4 86.2 4.39 87.8

Job Satisfaction Vs Marital Status

4.234.244.254.264.274.28

Un-Mar Married

Marital Status

Avg

. Sco

re

Page 8/ 90

/ 91

(i) Assured promotion at an interval of twelve years under the Assured Career

Progression Scheme.

8.17.5 From an analysis of the data contained in the tables 8.26A to 8.26E, it clearly

emerges that the staffs of all the departments are satisfied with their jobs; this is

considered to be on account of the following reasons:

(ii) Implementation of cadre restructuring from time to time for opening more

avenues of promotions for the staff.

(iii) The railway staffs are trained at regular intervals to update their knowledge

and improve their skills so that there are tangible improvements in their

performance, output, and dealings with their customers.

CHAPTER 9

ANALYSIS OF MOTIVATION LEVELS AND JOB

SATISFACTION OF RAILWAY EMPLOYEES

9.1 Introduction: On the basis of answers obtained from the employees of various

departments to the 63 questions contained in the questionnaire, the overall scores

obtained by the employees of the various departments were calculated on the Five Point

Scale. In addition, the overall scores of the employees of the various departments by

assigning a maximum of five marks to each option were also calculated. The results of

the scores obtained by the employees of the various departments are shown in tables

8.13, 8.14A and 8.14B.

From the results contained in the tables, it is observed that the overall average

score obtained by the employees of all the departments is 247 out of 315 which is

78.41%, and the same is obviously a very good score. Similarly, on Five Point Scale, the

overall average score obtained by the employees of all the departments is 3.93.

9.2 Analysis of Job Satisfaction Level of Railway employees:

Job satisfaction is one of the nine heads of motivational aspects used for

determining the overall motivation level of the railway employees. As far as the job

satisfaction head of the motivational aspects is concerned, the employees of the

different departments have scored values as indicated in Table 9.1 on the Five Point

Scale.

Average Motivation scores obtained by railway

employees of different departments on Job Satisfaction

S.

No. Department

Average motivation

score on Job Satisfaction

Overall average

motivation score on

all nine aspects

i. Accounts 4.51 3.94

ii. Administration 4.05 3.68

Page 9/1

iii. Commercial 4.33 4.07

iv. Electrical 4.00 3.86

v. Engineering 4.29 4.03

vi. Mechanical 4.02 3.75

vii. Medical 4.30 3.90

viii. Operating 4.22 3.89

ix. Personnel 4.37 3.92

x. S&T 4.40 3.94

xi. RPF 4.55 4.24

xii. Union 4.25 3.92

Average 4.27 3.93

Table 9.1

9.2.1 It is observed from the table 9.1 that all the railwaymen have scored the

maximum score in Job Satisfaction as compared to other heads. An average score of

4.27 has been scored on the Five Point Scale for Job Satisfaction. This average score

works out to 85%, and this score is obviously a very good score. This high score in the

area of job satisfaction clearly establishes that the railway employees are highly satisfied

and contented with their jobs and this information is quite encouraging for the Railway

Administration.

9.3 Collection of Data and Application of Statistical Techniques:

The required information was gathered from the questionnaire filled by the

employees belonging to the different departments. Specific information in the

following areas has been collected for determining the motivation level of the

employees.

Place-of-posting-wise, i.e. whether the employee is posted in urban, semi-

urban or rural area.

Marital-status-wise, i.e. whether the employee is married or unmarried.

Page 9/2

Educational-qualification-wise, i.e. whether the employee is graduate or

above, matric, or middle or below.

Designation-wise, i.e. whether the employee is officer or senior

supervisor, artisan, or helper in group D service.

For determining, whether there exists a significant variation in the motivation

levels of the employees belonging to the different departments and having different

characteristics, viz. place of posting, educational standard, marital status, and official

position (i.e. designation), Analysis of variance (ANOVA) Test, Kruskal Wallis Test and

T-Test techniques have been used. The details of the statistical tests performed for

determining the motivation levels of employees belonging to the different department s

are given in the subsequent paragraphs.

9.4 Hypothesis for testing the Motivation Level of employees of all departments:

9.4.1 Assumptions :

Null Hypothesis: There is no significant difference in the motivation levels of the

employees belonging to the different departments, viz. Accounts, Administration,

Commercial, Electrical, Engineering, Mechanical, Medical, Operating, Personnel, S&T,

RPF and Unions. This assumption leads to the following null Hypothesis:

H(o): µAcco. = µAdmn. = µComm. = µElect. = µEngg. = µMech. =

µMed. = µOptg. = µPers. = µS&T = µRPF = µUnions

Alternate Hypothesis: There is significant difference in the motivation levels of

the employees belonging to the different departments, viz. Accounts, Administration,

Commercial, Electrical, Engineering, Mechanical, Medical, Operating, Personnel, S&T,

RPF and Unions. This assumption leads to the following alternate Hypothesis:

H(a): µAcco. ≠ µAdmn. ≠ µComm. ≠ µElect. ≠ µ Engg.≠ µMech.

≠ µ Med.≠ µ Optg.≠ µ Pers. ≠ µS&T ≠ µRPF≠ µUnions

Page 9/3

9.4.2 Analysis based on ANOVA: The Anova single factors have been calculated for

the above two assumptions and the same are given in Tables 9.2 & 9.3 respectively.

ANOVA: Single Factor

Department wise avg. score and Variance

SUMMARY

Groups Count Sum Average Variance

Accounts 9 36.08 4.0088889 0.0906

Administration 9 33.25 3.6944444 0.1114

Commercial 9 36.76 4.0844444 0.0516

Electrical 9 34.66 3.8511111 0.0408

Engineering 9 36.47 4.0522222 0.0262

Mechanical 9 33.94 3.7711111 0.0444

Medical 9 35.48 3.9422222 0.1022

Operating 9 35.44 3.9377778 0.0371

Personnel 9 35.5 3.9444444 0.1261

S&T 9 35.86 3.9844444 0.0475

RPF 9 38.53 4.2811111 0.0775

Unions 9 35.69 3.9655556 0.0428

Table – 9.2

ANOVA results for the response collected in the survey

Source of Variation SS df MS F P-value F crit

Between Groups 2.243063 11 0.2039148 3.0653 0.0014721 1.8898

Within Groups 6.3863333 96 0.0665243

Total 8.6293963 107

Table – 9.3

Page 9/4

9.4.2.1 Conclusion: From the above Anova results given in table 9.3, it is noticed that

the calculated value of F is more than the critical value; hence the null hypothesis

testing is rejected and the alternate hypothesis testing is accepted. It clearly establishes

that there exists a significant difference in the motivation levels of the employees

belonging to the different departments.

9.4.3 Analysis based on Kruskal Wallis Test: On the data captured in the survey,

“Kruskal Wallis” test has also been performed. The result of testing is furnished in the

Table 9.4. below:

Kruskal Wallis one-way analysis of variance test

Fam

ily E

nv.

Aut

hor.

&

Pow

r.

Dec

isin

& G

S

Team

Wor

k

Job

Satis

fac.

Rew

ard

Prom

otio

n

Pers

onne

l

touc

h

Phys

ical

w

orki

ng c

on.

Tota

l

Squa

re T

otal

/9

Acco 3.71 3.80 4.35 4.27 4.51 3.84 3.93 4.01 3.66

Rank 16 35 101 94 105 39 48 58 13 509 28787

Admi 3.77 2.98 4.13 3.81 4.05 3.60 3.77 3.57 3.57

Rank 30 1 78 36 64 10 31 7 8 265 7803

Com 3.76 3.76 4.16 4.19 4.33 4.05 4.29 4.31 3.91

Rank 26 27 83 87 99 65 95 98 45 625 43403

Elect 3.72 3.52 3.77 4.09 4.00 3.78 3.88 4.16 3.74

Rank 19 5 32 72 56 34 43 84 21 366 14884

Engg 3.83 3.82 4.12 4.12 4.29 4.13 4.08 4.17 3.91

Rank 38 37 76 77 96 79 71 85 46 605 40669

Mech 3.74 3.57 3.99 3.90 4.02 3.51 3.68 4.00 3.53

Rank 22 9 55 44 60 4 14 57 6 271 8160

Medi 3.71 3.34 4.15 4.22 4.30 4.07 3.98 4.10 3.61

Rank 17 3 82 88 97 68 53 74 11 493 27005

Oper 3.71 3.84 3.98 4.06 4.22 4.03 3.86 4.11 3.63

Page 9/5

Rank 18 40 54 67 89 62 42 75 12 459 23409

Pers 3.84 3.16 4.24 4.17 4.37 3.93 4.09 3.96 3.74

Rank 41 2 91 86 102 49 73 51 23 518 29814

RPF 3.76 3.76 4.05 4.07 4.40 3.94 4.13 4.03 3.72

Rank 28 29 66 69 103 50 80 63 20 508 28674

S&T 3.74 4.22 4.33 4.46 4.55 4.54 4.14 4.53 4.02

Rank 24 90 100 104 108 107 81 106 61 781 67773

Unio 3.70 3.74 4.07 4.26 4.25 4.01 3.97 3.92 3.77

Rank 15 25 70 93 92 59 52 47 33 486 26244

Table 9.4

The comparative positions of the motivation levels of all the employees of the

various departments are given in table 9.4 along with the application of Kruskal Wallis

one-way analysis of variance test on these ratios.

K = )1(3))1(

12 12

1

2

+−+ ∑

=

nnR

nn i i

i

where, ni = the number of items in sample ‘i’

Ri = the sum of the ranks of all the items in sample ‘i’

k = the number of samples

n = n1 + n2 + ……. +nk

= the total number of observations in all the samples.

1)3(108

9486

9781

9508

9518

9459

9493

9271

9605

9366

9625

9265

9509

)1108(10812

22

2222222222

+−

++

+++++++++

+=K

= 26.32

Calculated value of K = 26.32

Table value of K = 19.68 for 11 degrees of freedom.

9.4.3.1 Conclusion: From the above, it is evident that the calculated value of K is higher

than the table value. Hence, the null hypothesis is rejected and the alternate hypothesis

Page 9/6

is accepted. It means that there exists a significant difference in the motivation levels

between the employees belonging to the different departments.

9.5 Further Analysis on the obtained Scores:

9.5.1 On the Five Point Scale, the average score obtained by the employees belonging

to the different departments is 3.93. The main reasons for the high motivation scores of

the railway employees are considered to be on account of the following factors:

Job security

Time bound promotions

Security after retirement

Housing facilities during service

Free medical facility for self & dependants

Travelling passes for self & dependants

School passes for children studying at outstations

Systematic mechanism to redress staff grievances

Dependants of the families of deceased railway employees are looked

after well. An appointment on compassionate grounds is also assured

after the reported death of a railway employee to one of his dependents.

Complementary passes after retirement.

Good recreation facilities in the form of Institutes, clubs, stadiums, holiday

homes, etc. for the staff.

9.5.2 From the table 8.13, it is noticed that the employees of the RPF department have

scored the maximum score followed by the staff belonging to the Commercial,

Engineering and S&T departments for the overall motivation level. This result clearly

establishes that the staffs of the RPF department are highly motivated. The staffs of the

Commercial, Engineering, Accounts and S&T departments are reasonably motivated.

The staffs belonging to the Administration, Electrical and Mechanical

departments have scored less marks. This clearly establishes that the staffs belonging to

these departments are not motivated enough, and certain actions are needed to be taken

to improve the motivation level of employees belonging to the above departments.

Page 9/7

The staffs of the Medical, and Operating departments and of Unions are more or

less having a satisfactory motivation level as their average scores, more or less, match

with the overall average score of the employees of all the departments.

9.5.3 The reasons for high and low motivation levels are given below:

The staffs of the RPF, Commercial, Accounts, Engineering and S&T

departments are required to play a crucial role in day-to-day running of

trains on the railway system. Their motivation level is on higher side mainly

due to the fact that the staffs of these departments play an important role for

achieving the various targets of the departments as a whole.

The staffs of the RPF, Commercial and Engineering departments come in

contact with the public and their recognition in the public increases further

with their promotions. In order to get further promotions, they take all the

required actions. Therefore, the staffs of these departments have a higher

motivation level as compared to staffs of other departments.

The staffs of the Engineering department have scored more marks as

compared to other technical departments. The main reason for this is that the

staffs of the Engineering department are responsible for the maintenance of

track, service buildings, service quarters, private sidings and railway

quarters, and they have to deal with large number of private agencies while

performing their day-to-day functioning, and, therefore, these factors alone

are responsible for their high motivation level as compared to the employees

belonging to other technical departments of the Indian Railways.

The staffs of the S&T department are also having a high motivation level as

now-a-days the safety of train operations is getting a prime importance on the

railway system. The S&T department is directly responsible for installing

various safety equipments and improving the communication facilities on the

Railways. Due to these important functions being performed by the

employees of the S&T department, the motivation level of the employees of

this department is on the higher side.

Page 9/8

The staffs of the Administration and Personnel departments are having less

motivation level as compared to the employees belonging to other

departments mainly on account of following reasons:

No job rotation.

No formal training at the time of induction and during service.

Entrusting of unimportant works to them by their superior officers.

No incentive for acquiring higher education.

Improper provision of facilities at their work place.

9.5.4 The survey results have also brought out that the staffs of the Electrical and

Mechanical departments posted in the Okha-Viramgam section have scored less marks

as compared to the employees of other departments. Attempt was made to find out the

reason for low motivation level of staffs belonging to these two important departments

of the Indian Railways.

During discussions with the staffs, it was brought out that the staffs of these two

departments viz. Electrical and Mechanical are not maintaining important trains like

Shatabdi Express, Rajdhani Express, and Ashram Express, and their responsibility in

the day-to-day railway operations is also relatively less. Due to such reasons, their

motivation level is low.

In order to study the impact of the above factor, action was taken to get the same

questionnaire filled up from 50 employees each of the Electrical and Mechanical

departments posted in the Ahmedabad (ADI) area, who are responsible to maintain the

prestigious trains like ADI-New Delhi Rajdhani Express, Ashram Express, Delhi Mail,

etc.

The analysis of the data received reveals that the overall scores have improved

from 241 to 252, and 235 to 262 respectively for the staff of electrical and mechanical

departments as compared to the staffs of these two departments posted in the Okha-

Viramgam section of the Rajkot division. The improvement in the scores obtained by

the staffs posted in the ADI area clearly establishes that there is a close relationship

between the motivation level of the employee and the functional responsibility of the

Page 9/9

employee & the importance attached to his functions. An employee entrusted with a

job of less importance has less opportunity for getting his performance recognised (in

his limited area of work) by his superiors as compared to another who is entrusted with

a relatively important work. Similarly, while the results of certain works are directly/

immediately perceivable by others, in many types of works the results are not directly

or immediately perceivable. For example, the passengers can directly feel the extent of

cleanliness of the passenger coaches, and whereas the passengers cannot directly feel

the extent of safety related checks/ works carried out in the coaches by the concerned

staffs, even though the latter work is most important for the safe travel of the

passengers. Hence, there has to be a proper mechanism to correctly assess the standard

of output rendered by various employees and to appropriately motivate them so as to

maintain their high spirits in their works.

From the above discussion, it would be clear that there is a need to improve the

overall motivation level of the staffs of the Administration, Electrical and Mechanical

departments working in the Okha-Viramgam section of the Rajkot division.

9.6 Hypothesis for testing the Motivation Level of married and unmarried

employees:

9.6.1 Assumptions:

Null Hypothesis: There is no significant difference in the mean scores of the

motivation level of the married and the unmarried employees of the different

departments.

H(o) µMarried = µUnmarried

Alternate Hypothesis: There exists a significant difference in the mean scores of

the motivation levels of the married and the unmarried employees of the different

departments.

H(a) µMarried ≠ µUnmarried.

9.6.2 Analysis based on ANOVA: The motivation levels of the married and the

unmarried employees of all the departments are given in Table 9.5. From the values

Page 9/10

measured, the Anova single factors have been calculated for the above two assumptions

and the same are given in Tables 9.6 & 9.7 respectively

Motivation levels of married and unmarried employees

Category Married Un married

1. Family Environment 3.51 3.47

2. Authority & Power 3.70 3.82

3. Decision & Goal Setting 4.07 4.23

4. Team Working 4.11 4.20

5. Job Satisfaction 4.25 4.27

6. Reward Motivation 3.98 4.01

7. Promotion & Motivation 4.00 3.91

8. Personal touch & Motivation 4.11 3.84

9. Physical working condition 3.75 4.07

Overall score of motivation level 35 36

Average motivation level 3.91 3.97

Table 9.5

ANOVA: Single Factor Average Score & Variance


Married 9 35.48 3.9422222 0.0568

Unmarried 9 35.82 3.98 0.0643

Table 9.6

Page 9/11

ANOVA results for response collected in the survey

Source of

Variation SS df MS F F crit

Between Groups 0.006422 1 0.0064222 0.1061 4.494

Within Groups 0.968756 16 0.0605472

Total 0.975178 17

Table 9.7

9.6.2.1 Conclusion: From the table 9.7, it is noticed that the calculated value of F is less

than the critical value. Hence, the null hypothesis testing is accepted; this means that

the marital status of employees has no significant impact on the overall motivation

level.

9.6.3 Analysis based on T-Test On the data captured in the survey, “T- test” has also

been performed. The result of testing is furnished in Table 9.8.

T-Test: Paired Two Sample for Means

Variable 1 Variable 2 Mean 3.942222222 3.98 Variance 0.056819444 0.064275 Observations 9 9 Pearson Correlation 0.772764827 Hypothesized Mean Difference 0 df 8 T Stat (calculated value) -0.681022301 P (T<=t) one-tail 0.257541064 T Critical one-tail 1.85954832 P (T<=t) two-tail 0.515082128 T Critical two-tail (table value) 2.306005626

Table 9.8

Calculated value of T = - 0.68

Critical value of T = 2.31

Page 9/12

9.6.3.1 Conclusion: From the above, it is evident that the calculated value of T is lower

than the critical value. Hence, the null hypothesis is accepted. It means that there has

been no significant difference in the motivation level of staffs with different marital

status.

9.7 Hypothesis for testing the Motivation Level of Employees of Different

Qualifications:

9.7.1 Assumptions:

Null Hypothesis: There is no significant difference in the mean scores of

motivation level obtained by the employees of different qualifications.

H(o): µGraduate = µMatric = µMiddle


motivation level obtained by the employees of different qualifications.

H(a): µGraduate ≠ µMatric ≠ µ Middle

9.7.2 Analysis based on ANOVA: The motivation levels of the employees of all the

departments for different qualifications are given in Table 9.9. From the values

indicated, the Anova single factors have been calculated for the above two assumptions

and the same are given in Tables 9.10 & 9.11 respectively

Motivation levels of employees of different qualifications

Category

Graduate

& Above

HSC

&Matric Helper

1. Family Environment 3.43 3.56 3.56

2. Authority & Power 3.60 3.83 3.72

3. Decision & Goal Setting 4.16 4.10 3.96

4. Team Working 4.17 4.16 4.00

5. Job Satisfaction 4.36 4.21 4.15

Page 9/13

6. Reward Motivation 3.99 3.99 3.96

7. Promotion & Motivation 4.00 4.06 3.94

8. Personal touch & Motivation 3.78 3.85 3.80

9. Physical working condition 3.90 4.00 4.00

Overall score of motivation level 35 36 35

Average motivation score 3.90 3.96 3.90

Table 9.9

ANOVA: Single Factor Average score & Variance


Graduate 9 35.39 3.9322 0.0857694

Matric 9 35.76 3.9733 0.04025

Middle 9 35.09 3.8989 0.0311611

Table 9.10



Between Groups 0.025 2 0.0125 0.2388619 0.7894 3.4028318

Within Groups 1.2574 24 0.0524

Total 1.2825 26

Table 9.11

9.7.2.1 Conclusion: From the table 9.11, it is evident that the calculated value of F is

lower than the critical value. Hence, null hypothesis is accepted. It means that there

does not exist any significant difference in the motivation levels of staffs with different

educational qualifications.

Page 9/14


“Kruskal Wallis” test has also been performed. The result of testing is furnished in

Table 9.12.


Category Graduate Rank Matric Rank Middle Rank

1. Family Environment 3.43 1 3.56 2 3.56 3

2. Authority & Power 3.6 4 3.83 8 3.72 5

3. Decision & Goal Setting 4.16 23 4.10 21 3.96 12

4. Team Working 4.17 25 4.16 24 4 18

5. Job Satisfaction 4.36 27 4.21 26 4.15 22

6. Reward Motivation 3.99 14 3.99 15 3.96 13

7. Promotion & Motivation 4 16 4.06 20 3.94 11

8. Personal touch & motivatn 3.78 6 3.85 9 3.8 7

9.Physical working condition 3.9 10 4.00 17 4 19

Total of rank 126 142.00 110.00

(Square of total of ranks)/9 1764.00 2240.44 1344.44

Table 9.12

K = 1)3(279

1109

1429

126)127(27

12 222

+−

+++

= 0.903


Table value of K = 5.991 for two degrees of freedom.

9.7.3.1 Conclusion: From the above, it is evident that the calculated value of K is lower

than the table value. Hence, null hypothesis is accepted. It means that there does not

exist any significant difference in the motivation levels of staffs with different

educational qualifications.

Page 9/15

9.8 Hypothesis for Testing the Motivation Level of Employees Posted in Different

Areas:

9.8.1 Assumptions:

Null Hypothesis: There is no significant difference in the mean scores obtained

by the employees of the different departments posted in different areas.

H(o): µUrban = µSemi-urban = µRural


motivation level of employees of the different departments posted in different areas.

H(a): µ Urban ≠ µSemi urban ≠ µ Rural


departments for different areas of posting are given in Table 9.13. From the values


and the same are given in Tables 9.14 & 9.15 respectively.

Place of Posting wise Overall Avg. Motivation Score

Category Urban Semi-Urban Rural

1. Family Environment 3.49 3.48 3.58



4. Team Working 4.13 4.15 4.03





9. Physical working conditions 3.95 3.92 4.02

Overall Score of Motivation Level 35 36 36

Average Motivation Level 3.89 3.92 3.97

Table 9.13

Page 9/16

ANOVA: Single Factor – Average Score and Variance


Urban 9 35.08 3.8978 0.0651194

Semi-Urban 9 35.59 3.9544 0.0512028

Rural 9 35.87 3.9856 0.0369028

Table 9.14



Between Groups 0.0357 2 0.0178 0.3490147 0.7089 3.4028318

Within Groups 1.2258 24 0.0511

Total 1.2615 26

Table 9.15

9.8.2.1 Conclusion: From the above, it is evident that the calculated value of F is lower

than the critical value; hence, null hypothesis is accepted. It means that there does not

exist any significant difference in the motivation levels of staffs posted in different areas

viz rural, semi-urban and urban.



Table below:


Category Urban Rank S-Urban Rank Rural Rank


2. Authority & Power 3.53 3 3.92 9 3.9 8


Page 9/17

4. Team Working 4.13 23 4.15 24 4.03 16



7. Promotion & Motivation 3.94 12 4.05 17 4.06 20


9.Physical working condition 3.95 13 3.92 10 4.02 15

Total of rank 114 126 138

(Square of total of ranks)/9 1444

1764

2116

Table 9.16

K = 1)3(279

1389

1269

114)127(27

12 222

+−

+++

= 0.508




than the table value; hence, null hypothesis is accepted. It means that there does not

exist any significant difference in the motivation levels of staffs posted in different areas

viz rural, semi-urban and urban.

9.9 Hypothesis for Testing the Motivation Level of Employees of Different

Designations:

9.9.1 Assumptions:

Null Hypothesis: There is no significant difference in the mean scores obtained

by the employees of different designations.

H(o): µOfficer/Supervisor = µArtisan = µHelper

Page 9/18


motivation level obtained by the employees of different designations.

H(a): µOfficer/Supervisor ≠ µArtisan ≠ µHelper


departments for different designations are given in Table 9.17. From the values


and the same are given in Tables 9.18 & 9.19 respectively.

Designation wise Overall Avg. Motivation Score

Category Officer+

Supervisor Artisan Helper

1. Family nvironment 3.43 3.56 3.57



4. Team Working 4.20 4.12 4.02





9. Physical working conditions 3.75 3.74 3.78

Overall Score of Motivation

Level 36 35 35

Average Motivation Level 3.95 3.90 3.89

Table 9.17

Page 9/19

ANOVA: Single Factor – Average Score and Variance


Officer 9 35.91 3.99 0.0869

Artisan 9 35.37 3.93 0.0551

Helper 9 35.08 3.8977778 0.0321

Table - 9.18

Table 9.16:ANOVA results for response collected in the Survey


Between Groups 0.0394296 2 0.0197148 0.3398 0.7152997 3.4028

Within Groups 1.3925556 24 0.0580231

Total 1.4319852 26

Table - 9.19

9.9.2.1 Conclusion: From the table 9.19, it is evident that the calculated value of F is

lower than the critical value; hence, null hypothesis is accepted. It means that there does

not exist any significant difference in the motivation levels of staffs with different

designations.



Table below:


Category

Officer/

Superv Rank Artisan Rank Helper Rank


2. Authority & Power 3.73 5 3.63 4 3.73 6


Page 9/20

4. Team Working 4.2 25 4.12 22 4.02 16



7. Promotion & Motivation 4.1 18 3.98 14 3.87 10


9.Physical working condition 3.75 8 3.74 7 3.78 9

Total of rank 146 123.00 109.00

(Square of total of ranks)/9 items 2368.44 1681.00 1320.11

Table - 9.20

K = 1)3(279

1099

1239

146)127(27

12 222

+−

+++

= 1.231




than the table value; hence, the null hypothesis is accepted. It means that there does not

exist any significant difference in the motivation level of staffs with different

designations.

9.10 Main Purpose of Study:

The main purpose of this study was to find out the reasons of variations between

the motivation levels of employees belonging to different departments and to suggest

measures to improve the overall motivation level of employees of departments

identified to have less motivation level as compared to employees of other departments

having satisfactory motivation level. The findings and recommendations are included

in Chapter 10 of this report.

Page 9/21

CHAPTER 10

FINDINGS AND RECOMMENDATIONS

10.1 Need to improve the Motivation Level in Government sector:

The urges for growth and the necessities of the people and the society

subsequent to independence compelled the States and the Central Government of India

to intervene and take initiatives in many fields that would have otherwise remained

neglected. This led to the enlargement of the government activities and the State and

the Central Governments became the biggest employers of manpower in the country.

The government employees now not only undertake routine clerical works but they are

also involved in running of the important services like Railways, Post & Telegraph

Department, and Public Sector Enterprises. While comparing the productivity level of

the government employees with that of the staff of the private sectors, it is generally felt

that the productivity and motivation level of the employees of the private sectors is

much higher than that of the government employees.

10.2 Behaviour of Human Beings:

Man is a social animal and not a machine. He carries out many activities in his

day-to-day life; some activities, like eating and sleeping, are carried out because they

are necessary and essential for his survival, and whereas certain activities are required

to be performed by him because of the social system and his job obligations. For

performing the latter properly and efficiently, he needs constant motivation from his

organization, fellow human beings and his work environment. His behaviour in the

work place and in the society is influenced by his personal traits & characteristics and

the characteristics of his environment (which includes men, machines, climate, social

values, customs, and all such elements), and the interactions and responses between

these two. Management involves creation and maintenance of a conducive environment

for efficient performance of individuals working together in groups towards

accomplishment of the common objectives of the organization. In this research paper,

an attempt has been made to measure the motivation levels of the Railway Employees

Page 10/1

of the various departments, and to identify departments/sections of staff where the

motivation levels are low. The factors for low motivation levels have been identified

and actions that are required to be taken to improve the motivation levels so as to

contribute to better performance and efficiency in work are suggested.

Findings and Recommendations from the Study Conducted

through Survey

10.3 Motivation Levels:

10.3.1 The study conducted on the 789 employees of the Rajkot division revealed that

there are significant differences in the mean scores of motivation levels of the

employees of different departments.

10.3.2 The staff of the RPF department have the highest motivation level (with a score

of 267 out of 315), and whereas the staff of the Administration department have the

lowest motivation level (with a score of 228 out of 315). The staffs of the Electrical and

Mechanical departments have also scored relatively less.

10.3.3 The overall motivation level of the railway employees as found out from the

survey is considered very high as compared to other industries operating in India. The

high motivation level clearly indicates that the staff of the Indian Railways are highly

motivated ones, and due to their high motivation level only, it has been possible to run

the trains efficiently from one corner to another corner of the country.

10.3.4 Out of the nine aspects considered for studying the motivation level of the

railway employees, it is observed that the staffs of all the departments have scored the

maximum marks under the head “job-satisfaction”. This clearly establishes that all the

railway employees are satisfied with their jobs. This high level of job satisfaction only is

primarily responsible for the efficiency and the productivity of the railway employees,

because of which the Indian Railways has all along been a profit earning organization,

as compared to many foreign Railways that are financially losing or not so much

financially viable as the Indian Railways.

Page 10/2

10.3.5 Due to the high job-satisfaction and the high motivation level amongst the

railway employees, it has been possible for the Indian Railways to absorb the latest

technologies successfully in different departments. The challenge of meeting the

increasing demand of freight and passenger traffic has been successfully met and

substantial progress made on the Indian Railways. It is pertinent to mention here that

considerable progress has been made in the various departments in spite of the fact that

many major problems are being faced by the Indian Railways especially in the

following areas:

Overaged assets.

Severe competitions from road and coastal shipping, thereby reducing its

percentage share substantially.

Saturation of routes.

Cross subsidization of passenger services by freight segment.

Impending financial crunch.

Reduction in the quality and cost of railway investment.

10.3.6 In order to meet the challenges in future, the human resources of the railways

have to play an active role. The skills of the railway employees have to be continuously

upgraded. The number of manpower employed by the Indian Railways has to be

reduced substantially in a gradual and a well-planned manner. The additional traffic in

the future on the Indian Railways will have to be handled by fewer staff. In order to

achieve this objective, there is a need to increase the productivity and motivation level

of the employees further.

10.3.7 The staff will have to be continuously motivated to ensure that their

motivation level is maintained/improved which in turn will play a catalyst role to

improve their productivity and as a consequence the profitability of the organization.

10.3.8 The overall motivation score obtained by the staffs of all the departments of the

Rajkot division clearly indicates that the staff are extremely satisfied with their jobs and

therefore it can safely be concluded that due to the satisfied staff available on the Indian

Page 10/3

Railways, there has not been any major industrial unrest apart from the isolated case of

railway strike of 1974.

10.3.9 There is no significant difference in the motivation levels of the railway

employees posted in different areas viz. urban, semi-urban and rural areas.

10.3.10 There is no significant difference in the motivation levels between the married

and unmarried railway employees.


employees having different qualifications viz. graduate, matriculation, middle or less

education.


employees having different designations viz. officers, senior supervisors, artisans and

helpers.

10.4 Weak Areas: Even though the overall motivation levels of the employees of the

different departments are quite high, there are specific weak areas that need attention

for further improvement in the motivation level of the employees. The areas identified

are Authority & Power and Physical Working Conditions.

10.4.1 Authority & Power: The improvement in the area of Authority & Power

cannot be brought out in the organization over a small period of time. A deliberate

attempt has to be made on the Railways to bring about tangible improvements in this

critical and very important area of Authority & Power. Giving systematic training to

the staff in the following areas can bring perceivable improvements:

Organizational behaviour

Leadership qualities

Managing changes in the organization

Team working

Financial management and profitability of the organization

Opening of economy and competitive markets due to globalisation

Page 10/4

The help from reputed consultancy firms can be taken for bringing the desired

attitudinal changes in the employees of the different departments.

10.4.2 Physical Working Conditions: In the study, it is also revealed that the staff are

not satisfied with the working conditions prevailing in their working and living areas.

In order to boost up the motivation level of the railway employees, concrete actions

should be taken to improve the physical working conditions meant for the use of the

railway employees.

The following areas can be tackled effectively for improving the motivation

level of the railway employees:

Proper engineering maintenance of railway quarters and service buildings

is required to be ensured.

Proper attention is required to be given for ensuring adequate water supply

and sanitation arrangements in the railway quarters and service buildings.

The electrical maintenance of railway quarters and service buildings is

required to be improved.

The working of Personnel and Administration departments is required to

be improved so that the railway staff can get their promotions and

payments in time and their grievances are also redressed expeditiously.

10.5 Reasons for High Motivation Level of employees of Railway Protection Force:

Discussions were held with Shri Anil Sharma, the Chief Security Commissioner,

West Central Railway, Jabalpur- who had earlier worked as Dy Chief Security

Commissioner, Western Railway and is well conversant with the RPF department of the

Rajkot division; Shri Meena, Divisional Security Commissioner, Rajkot; Shri Yadav, Sr.

RPF Inspector, Rajkot; and other office bearers of the RPF Association of Rajkot.

10.5.1 During the discussions, it emerged that the following are the reasons for the

high motivation level of the staff of the RPF department:

Page 10/5

Earlier, the staff of the RPF department was entrusted the unimportant

duties of watch and ward on the Indian Railways. They were not expected

to play an important role in the day-to-day operations on the Indian

Railways. The staff of the State Police, namely Government Railway Police,

played the major important role. The staff of the Government Railway

Police had shown indifferent attitude towards the railways’ management in

the past and to take care of this important factor, it was considered

necessary by the Railway Board to give more powers to the RPF. As a

consequence, special Act was passed in the Parliament and the staff of the

RPF department was given the investigating and prosecuting powers on

the Railways and many important trains have been taken over by the staff

of the RPF from the Government Railway Policy with effect from 01.07.2004

for escorting.

For ensuring day-to-day operations, the RPF is playing an important role.

Laudable efforts are being made to reduce the theft incidences in the

railway system, and the menace of ticketless travel is also being checked.

The RPF staff are now taking active part in the intensive ticket checking

drives being launched by the Commercial department.

The service conditions of the RPF staff have also been improved.

Constables, who were earlier recruited as group D employees, are now

upgraded to group ‘C’. For imparting systematic training, their training

establishments are having proper facilities. Right from their initial training

days, a sense of commitment and responsibility is inculcated in the minds

of the RPF staff.

To redress the grievances of the staff, the RPF staff Association has been

recognized and formed on the Railways. To redress the grievances of the

RPF staff, regular meetings are being held by the RPF Associations with the

Railway Administration at Divisional, Zonal and Railway Board’s level.

The RPF staff are being given proper housing accommodation.

Improvements in their working areas and offices have also been brought

out.

Page 10/6

Earlier, the Divisional Railway Managers and General Managers were not

giving due importance to officers from the RPF cadre. At present, in all the

important meetings, the officers of the RPF department (or their senior

Inspectors in absence of senior officers from the Head Quarter) are being

consulted by the Divisional Railway Managers and General Managers.

Over the years, the responsibility and commitment of the RPF staff has

increased.

10.6 Reasons for Low Motivation Level of employees of Administration

Department:

For identifying the reasons for low motivation level of the staff belonging to

the Administration department, discussions were held with the Chief Personnel

Officer, West Central Railway- Shri Manoj Pande who had earlier worked as

ADRM/Bhavnagar (a division close to the Rajkot division), union leaders, the staff and

senior supervisors of the Rajkot division.

After having discussions at various levels, the following reasons have been

identified for the low motivation level of the staff of the Administration department.

There is no systematic practice for imparting training to the staff recruited

for the Administration department. The staff are not given training on

their joining the railway service, nor given any refresher course training

during their service. They always lack knowledge of their specific working

areas, and have mostly to consult the rulebooks and various circulars for

taking decisions. Not imparting any training is therefore a major factor for

the low motivation level of the staff of the Administration department.

The staff of the Administration department are not provided with the

required facilities including proper furniture at their work place.

The staff are deputed by the officers & supervisors to undertake their petty

personal works.

The staff of the Administration department are treated as non-safety staff

and the staff from reserved communities are given promotions by relaxing

Page 10/7

the laid down standards. When the employees with the relaxed standards

supersede the employees belonging to the other castes, they are not in a

position to get the desired work from the staff working under their control.

The staff are terribly afraid to use the computer.

There are no incentives for acquiring higher technical qualifications.

It is also noticed that training facilities exist for all the employees of the

various departments of the Indian Railways except for the ministerial

category. The staff recruited as Jr Clerk through Railway Recruitment

Board are straightway posted against the working post. From the day one,

the staff are expected to know the intricate rules of the Administration

department without undergoing any formal training, which is really an

impossible task to achieve.

10.6.1 For improving the overall motivation level of the staff belonging to the

Administration department, it is considered necessary that Training Institutes should be

created for the Administration department including Personnel department so that as

and when the staff report for their duties, they are imparted suitable training. Refresher

course training for a period of fifteen days after 3-5 years can also be planned. If proper

training is imparted to the staff, it will definitely bring overall changes in the behaviour

and motivation level of the employees belonging to the Administration department.

10.7 High Efficiency of Accounts Department: It is also noticed that the efficiency

of the clerical staff of the Accounts department is much better as compared to the staff

of the Administration and Personnel departments. Direct recruitment is held for Jr

Accounts Assistant and Sr Accounts Assistant of the Accounts department through the

RRB examination. The Accounts department plays an important role in managing the

railway finances. No laxity from the staff of Accounts department can be tolerated as

all the cases being dealt by the staff of the Accounts department have huge financial

implications. For getting further promotions, the Jr Accounts Assistant is required to

pass Appendix-II examination conducted by the Zonal Railway at regular intervals;

only then he is promoted as Sr Accounts Assistant (; otherwise it takes 20 to 25 years to

get promotion). The directly recruited Sr Accounts Assistant has to pass the Appendix-

Page 10/8

II exam within three years of joining(; otherwise he is reverted to Jr Accounts Assistant).

For further promotions as Section Officer, Traffic Inspector Accounts, or Inspector

Stores Accounts, one has to pass the Appendix-III exam conducted by the Railway

Board. Thus at each level in the Accounts department, the knowledge of the staff is

important. To qualify these examinations and to take further promotions, the staff of the

Accounts department always try to keep their knowledge up-to-date so that, as and

when, the above examinations are conducted by the Zonal railway/ Railway Board,

they can pass the examinations easily. Because of the above procedure, it has been

possible to bring overall efficiency and competitive spirit amongst the staff of the

Accounts department.

10.7.1 Improvements Required in Personnel and Administration departments: On

the other hand, the staff of the Personnel and Administration departments of the

Railways get their promotions right from Jr Clerk to Sr Clerk, Sr Clerk to Hd Clerk, Hd

Clerk to OS-II, OS – II to OS – I and OS–I to Chief OS as a matter of routine. Because of

this factor, while the staff of the Administration and Personnel departments are

expected to be masters of various rules pertaining to different types of administrative

matters, they are not really so because of lack of any motivation for learning the rules.

Therefore, in order to bring efficiency in this category, it is strongly recommended that

for granting promotions to the staff of the Personnel and Administration departments,

examinations at regular intervals should be conducted by the Railway Board before

promotions are given to the staff, as done in the case of the Accounts department. If the

competitive examinations for the staff of the Administration and Personnel

departments are introduced at the Railway Board level, it will ensure that competitive

spirit amongst the staff of the Administration and Personnel departments is developed,

which in turn will improve the overall efficiency and motivation level of the staff

belonging to the Administration and Personnel departments.

The staff of the Administration and Personnel departments should also be

given suitable training in the following areas (apart from the field of training pertaining

to their departments):

Page 10/9

Customer care.

Leadership qualities.

Attitudinal changes required for meeting the challenges of the fast

changing environment.

Managing changes.

The trainings can be organized either in-house or by engaging outside Consultants.

10.8 Reasons for low Motivation Level of certain staff: While identifying the

reasons for the low motivation level of the staff of the Electrical and Medical

departments of the Rajkot division posted in the Okha-Viramgham section, it was

brought to light that the staff of these departments do not play any important role in the

running of the day-to-day operations, and this was the main reason for their low

motivation. This factor was clear when a fresh survey of 50 employees each of the

Electrical and Mechanical departments posted in Ahmedabad area was undertaken.

The staff of the Electrical and Mechanical departments posted in the Ahmedabad area

are seen to have a higher motivation level as compared to the staff posted in the Okh-

Viramgham section. This study clearly establishes that the motivation level depends

upon the role and responsibility being played by the staff.

10.9 Additional Findings: The study also brought out the following additional facts

to the surface.

10.9.1 Authority and Power Motivation

The employees posted in semi-urban and rural areas desire to have more

authority and power as compared to employees posted in urban areas.

The staff having less educational qualification background desire to have

more authority and power.

The unmarried staff are also having tendency to show more authority and

power as compared to married staff.

The staff from lower categories have desire to show more authority and

power as compared to employees belonging to higher grades.

Page 10/10

10.9.2 Physical Working Condition Motivation

Union office bearers are not satisfied with the physical working conditions

available on the railway system.

The staff posted in urban and semi-urban areas are more dissatisfied with

the physical working conditions and their expectation levels are high as far

as physical working conditions are concerned.

The married staff also have more desire to have improvement in physical

working conditions.

Highly qualified staff are having more expectations for better physical

working conditions.

The married employees have more desire for timely promotions and timely

payments as compared to unmarried staff.

10.9.3 Family Environment Motivation

The employees posted in rural areas are more attached to their families as

compared to employees posted in semi-urban and urban areas. The

employees having rural background try to spend more time with their

family members.

The qualified employees have to shoulder higher responsibilities, which

compels them to devote less time with their family members. Similar is the

situation with the officers and senior supervisors. Hence, they have scored

less score in this vital area.

The married employees are having more family bonds as compared to

unmarried employees.

10.9.4 Promotion Motivation

The staff of Commercial, RPF, S&T, Personnel and Engineering

departments are having more urge for promotions as further promotions in

their career bring more status.

Page 10/11

Officers, senior supervisors and married staff also give special importance

to promotion aspects.

10.9.5 Reward Motivation

The staff of RPF department are maximum motivated by getting rewards

during their service.

The employees posted in rural and semi-urban areas are having more urge

to get rewards and recognition.

Unmarried staff have also more desire to get rewards.

10.9.6 Personal Touch Motivation

The staff posted in rural areas having less educational background give

favourable response to the personal touch.

The officers and senior supervisors also show their improvements in their

working with the concern and personal touch displayed by their senior

officials.

The married staff are encouraged more by personal touch.

10.9.7 Decision and Goal Setting Motivation

The officers and senior supervisors including artisans are motivated more

in the field of decision and goal setting.

The unmarried staff and educated staff are more motivated to take

decisions and to set their goals.

The staff posted in rural areas have more flare for decision and goal setting

as compared to staff posted in urban and semi-urban areas.

10.9.8 Team Working Motivation

The educated staff, senior supervisors and unmarried staff are more suitable for

team working.

Page 10/12

10.10 Recruitment:

After the introduction of the Fifth Pay Commission recommendation, the central

Government employees are well paid. It has now become extremely difficult for the

candidates to secure government jobs. On the Indian Railways, for recruitment against

the popular categories like Assistant Station Master, Ticket Collector, Assistant Driver

etc., more than two or three lakh applications are received for even just 500 posts. The

candidates who appear for these recruitments are well educated and after they secure

job, they come in contact with the public during their day-to-day work.

It is felt that the day a candidate is selected and offered a government job, his

frustration period starts. Without having any background of the government

department, a fresh appointee, when he reports for duty, is normally directed to meet

the clerk concerned and he is issued a medical memo for undergoing medical

examination. There is generally no formal welcoming, nor the detailed information

about the organization and its structure and the role that the new employee is likely to

play in his department as well as in the organization is provided to him.

Proper sitting arrangement is also not generally available, and, in few cases, it is

observed that a fresh candidate has to wait for 10 to 15 days to complete their joining

formalities. From the first day onwards till completion of the joining formalities, the

newly recruited candidates do not have exciting memorable experience and they are

forced to remember the bad experience of the first day for all the time to come. It is felt

that whatever treatment one gets during the period of his joining duty, similar type of

treatment he tends to give to others during his service (or at least for quite a

considerable period of his service). In order that the newly recruited candidate feels

important, it is suggested to initiate the following action:

The new candidates should be welcomed on joining the service by offering a

flower bud.

On the day the new staff reports for duty, he should be introduced to his

superiors and colleagues of his department.

Page 10/13

The newly recruited candidates should be provided with proper sitting

arrangement on his arrival for completing the initial formalities before he is

allowed to join the service.

Detailed information should be provided to him in a booklet form containing

the salient features of the job that he has to perform.

The new candidates should also be apprised about the organizational

structure of the department.

In the call letter, the designation of the authority to whom the newly recruited

candidate is expected to report should be advised clearly.

10.11 Improvement in the Working Environment:

It is noticed that in the majority of the Government offices, the working

environment is not up to the mark. The condition of furniture like chairs, tables,

cupboards and other tools and plants is not satisfactory. In case the furniture gets

damaged, the concerned staff continue to use the same, as required powers to get the

furniture repaired are not available with them. Good canteen facilities are also not

readily available.

Under such situations, the staff are not motivated enough during their working

in the office. In order to motivate the staff, the following remedial measures are

required to be taken:

The administration must provide a good working environment.

The good quality of furniture should be made available to the employees at

their work place.

Proper delegation of powers should be made so that in case the T&P items get

damaged, the same can be got repaired expeditiously.

Good canteen facilities should be provided in the work place.

10.12 Delayed Promotions in Service:

Normally in one’s career on the Railways, an employee gets four to five

promotions. It is generally observed that due to lethargy on the part of the dealing

Page 10/14

clerical staff, the promotions of the staff are delayed as a matter of routine. The staff

invariably have to chase the dealing clerks for issue of their promotion orders. The

delay in issuing the promotion orders to the employees not only affects the salary while

in service, but it also adversely affects the post retirement benefits as well. This aspect

has a deterrent effect on the motivation level of the employees and, therefore, the cases

for promotion to the staff should be dealt expeditiously. In this context, the concept of

‘Global Assessment’ of vacancies and selections has been explained in Para-10.15.1.1 of

this report.

10.13 Contact with Higher Officers:

The officer to staff ratio on the Indian Railways is very high. On the Indian

Railways, there are hardly 8,000 officers for 15 lakh employees; this means that for

every 200 staff, there is only one officer. In major workshops, this ratio is as high as

1:1000. It is observed that the personal contact of the officers and senior supervisors

with the staff working under their control is practically missing in most cases. Due to

this lacuna, major difficulties are being experienced in understanding & appreciating

the actual problems, and taking timely corrective actions that are required for

motivating the staff to bring improvements in their working. It is suggested that during

normal working there should be proper contact between officers/senior supervisors

and staff, and the same should be made mandatory so that the higher management can

be informed of the day-to-day problems that the lowest staff are facing. This would

establish a very effective and fast communication channel for exchange of accurate

information, and would therefore facilitate evolving workable solutions to reduce staff

problems and provide suitable work environment. If the personal contact between the

officers/ senior supervisors and the staff is established, it is felt that this factor itself will

improve the railway operations considerably.

Page 10/15

10.14 Criteria for Promotions:

It is observed that, in the government sector, the promotions to the employees

are granted as a matter of routine irrespective of the fact whether the employee has

worked efficiently or not. As per laid down standards, the employee even with average

grade is required to be promoted. The employees are always in queue and get their

promotions as per their turn. The staff who really show excellence in their job and are

graded as outstanding are not promoted on out-of-turn basis, but they also get their

promotions on their turn only based on their seniority. With the adoption of queuing

system for promotion, the motivation for showing one’s efficiency and talents in work

during the service of the employee is missing altogether. In order to take care of this

lacuna, it is recommended that the employees graded as ‘Outstanding’ should be given

due weightage for promotions, and should be promoted ‘ahead of employees’ who are

graded as average or good. It is also suggested that the Administration initiates

confidential reports of only two categories of staff: one category of staff who are

considered fit for accelerated promotions, and the other category of staff who are not

considered fit for any promotions due to their poor performance. The staff not covered

in these two categories will get promotions on their turn based on their seniority after

exhausting the out-of-turn category staff.

10.15 Improvements in the Physical Working Conditions:

As already brought out, the staff have not given good feedback against the

physical working condition head of the motivation level. It is therefore implied that if

the staff satisfaction level in this area is improved, then, the overall motivation level of

the staff of different departments on the Railways can be improved.

As far as physical working conditions are concerned, the report submitted by

Shri P.C.Sehgal, Researcher on the subject of “A Perspective Plan for Making Permanent

Negotiating Machinery effective on Indian Railways – Project for Partial Fulfillment of

Requirement for Master of Business Administration Programme” was also referred to.

Page 10/16

For bringing tangible improvements in the motivation level of the employees in

the area of physical working conditions, the following factors have been identified for

bringing improvement.

10.15.1 Timely promotions

To improve the motivational level of the railway employees, it is considered

essential that the railway employees get their promotions in time. For effecting timely

promotions, proper assessment of the vacancies is required to be made by the

competent authority.

It is noticed that in the various grades of any department a large number of

vacancies always exists, which clearly shows that the assessment of the vacancies is not

done properly. The concerned officers do not conduct the selections/trade tests in time,

and, therefore, the staff are denied their timely promotions. The delay in issue of the

promotion orders is having a direct bearing on their present and future financial gains.

In order to take care of this important area, a global assessment of the vacancies is

required to be done. The procedure for ‘Global Assessment’ of vacancies is explained

below.

10.15.1.1 Global Assessment of vacancies:

In the various categories of the technical and the non-technical departments in

Group ‘C’ and Group ‘D’ category, 10 different levels exist. For the technical

departments, the following levels exist:

Designation Pay Scale (in Rs.)

(i) Khalasi 2550-3200 (RSRP)

(ii) Sr Khalasi 2610- 3540 (RSRP)

(iii) Tech Gr III 3050-4590 (RSRP)

(iv) Tech Gr II 4000-6000 (RSRP)

(v) Tech Gr I 4500-7000 (RSRP)

(vi) Master Craftsman 5000-8000 (RSRP)

(vii) JE-II 5000-8000 (RSRP)

Page 10/17

(viii) JE-I 5500-9000 (RSRP)

(ix) SE 6500-10500 (RSRP)

(x) SSE 7450-11500 (RSRP)

The detailed study has brought out that, on an average, each Railway employee

with satisfactory output gets four to five promotions during his service span of thirty

years approximately. On an average, on the retirement of each railway employee, four

to five promotions to other staff are involved. On a Railway Division, for every 1000

staff strength, 33 retirements on an average are effected per year. In other words, for

every 1000 staff strength (against 33 retirements per year), at least 165 employees

should get promotions per year.

During a study, the Vadodara Division had staff strength of about 30,000. About

1,000 railway employees were retiring every year; it was noticed that 5000 employees

were not getting promotions every year due to some reasons or the other, and the

promotions were therefore always in arrears.

Detailed investigations were undertaken and it was revealed that for ordering

selections, proper assessment of vacancies in particular grade was not being done. For

assessing the vacancies in a particular grade, all the existing and anticipated vacancies

in that grade and the grades above should be considered, as all the posts in the higher

grades are filled up from the staff working in the lower grades.

To ensure that no vacancies exist in the different grades, it is preferable to

undertake a overall global assessment of the vacancies in the existing relevant grades

and all the grades above. With this practice, it will be possible to assess accurately the

required number of posts for which selection is to be ordered. This action will enable

the employees to get promotions in time. It was also found that it will be always better

that all the files dealing with selections in various grades are dealt at the same time so

that the effect of selection in one grade to another grade is properly taken care of. The

officers of the Personnel and the concerned technical departments should deal the files

related to promotions/selections from the highest grade to the lowest grade

simultaneously.

Page 10/18

The above practice was introduced in the Vadodara Division from the year 1994

onwards. Proper assessment of the vacancies in different grades was made, and it was

possible to promote 4500 employees per year. The promotion orders were issued

expeditiously. Critical watch on the different phases of selection proceedings was also

kept at appropriate level. With timely promotions, the overall morale and motivation

level of the staff went up and the staff complaints were also reduced by 40%. The staff

was generally satisfied with the sound administrative action taken by the Management

of the Vadodara Division. As a result, the staff were always ready to face any new

challenging works with dedication.

Lessons to be learnt:

To have progress in one’s career, every one aspires to have promotions in

time.

The top management must monitor the proceedings of selections and

ensure timely promotions to their staff.

Timely promotions given to the staff act as catalyst in improving the

overall motivation and satisfaction level of the staff.

Promotions play a very crucial role in one’s life. With promotions, not

only the staff gain financially but also their social status is improved in the

society.

10.15.2 Computerisation of Personnel Department:.

For ensuring efficient and fair dealing to the staff, it is essential that the

following important works of the Personnel department should be computerized:

Service Records of employees.

Leave Records of employees.

Payroll applications.

Personnel Management Information System.

Training programme for staff.

Seniority lists of staff.

Page 10/19

Cadre statements.

Staff grievances redressal.

Settlement cases of staff on retirement.

10.15.3 Timely Payment to Staff:

For ensuring timely payments to the staff, the following case of the Vadodara

division is narrated. In the year 1994, the Additional Divisional Railway

Managar/Vadodara Division was made the overall incharge of the work of the

Personnel department and staff grievances. In the year1994, many representations were

received from the dependant/widows of the late railway employees for non-payment

of pensionary benefits to them after the death of the railway employees. Employment

on compassionate ground was also delayed.

Investigations revealed that the staff getting super-annuation after completing

their full service were getting their full settlement dues on their last working day

mainly due to the reason that this important activity was being watched by the Head

Quarter office. Whereas, in the case of the staff who were retiring on grounds other

than normal (ONR cases), mainly due to untimely deaths, voluntary retirement, etc, it

was noticed that the post retirement payments were not timely being made to them.

Studies, further, brought out that on the Vadodara Division, in Sept ’94, 356 cases

were pending for settlement of employees who had died during their service or had

taken premature retirement. After this issue came to the light, the Unions took up the

issue with the Administration for early finalization of those cases. The CPO/Western

Railway also visited the Vadodara Division and during discussions with the CPO and

the Divisional Secretaries of both the recognized Unions, it was brought out that due to

introduction of five days working per week from 1986, hardly seven days are available

to the staff of the Personnel department for dealing the other important issues other

than Union items as per details given below:

Page 10/20

Table 10.1: Items of work Vs Time spent thereon by Personnel department

S.No. Item of Work No. of days

spent in meetings

1. Permanent Negotiating Machinery meetings with one

recognized union in a month

3

2. Preparation days for meetings and discussions with

officers/DRM/ADRM

3

3. Informal meeting – one meeting with both the Unions in

a month

2

4. Preparation days for informal meeting 2

5. Non-payment meetings with both the Unions in a month 2

6. Preparation days for non-payment meeting 2

7. Total days required for meetings 14

8. Time available at the disposal of Personnel Officers/

staff for dealing with other important issues and making

systematic work (21 – 14 ).

7

10.15.3.1 Effect of having less Meetings with Unions:

To evaluate the impact of the above, a request was made to the Divisional

Secretaries of both the Unions to skip the Union meetings for three months viz. October

1994 to December 1994, so that time so saved can be utilized effectively for settling the

important pending issues. Both the Divisional Secretaries agreed to this proposal and

during October 1994 to December 1994, meeting were not held with the Unions and the

following important pending works of the Vadodara Division were cleared:

(i) ONR cases: Out of 356 cases, 221 cases were settled and sufficient

progress was also made on the balance 135 cases.

(ii) Notification of Seniority List: 135 pending seniority lists were notified

and the staff grievances as far as seniority lists were concerned were

sorted out and timely promotion to the staff was also ensured.

Page 10/21

(iii) Screening of Casual Labour: 400 casual labour available on the BRC

division were screened and confirmed in the Departments where the

vacancies in group ‘D’ were existing.

(iv) Notification of Selection/Trade Test and Issue of Promotion Orders:

62 notifications for holding selections/trade tests were issued involving

the promotions of 1097 employees. Apart from that, 98 promotion orders

for 772 employees were also issued.

10.15.4 Importance of ONR cases: While dealing the ONR cases, it was observed that

in 50% of the cases, leave and service records were not readily availably and hence

difficulties were being faced in settling their cases. The families of the staff who die in

harness require timely payments and also appointment of one of the dependents on

compassionate ground. Thus, there is a need to keep a proper watch at the appropriate

level on the settlement cases of employees who had parted from the Railways on other

than normal ground.

10.15.5 Attention to Service and Residential Buildings:

It is also noticed that on each Division approximately 20 to 30% staff

grievances are received from the staff in respect of following deficiencies:

Improper maintenance of staff quarters.

Improper maintenance of service buildings where the staff are posted to

perform their duties.

Improper supply of drinking water.

Improper sanitation conditions in railway colonies and service buildings.

Replacement of staff quarters on age-cum-condition basis.

Replacement of old wirings on age-cum-conditions basis.

10.15.6 Effect of Improvements in Work Places and Residences on the Efficiency of

Railway employees:

It is a well-known fact that the efficiency of the staff depends on the facilities that

are available at their working places and at their residence. If proper maintenance of

Page 10/22

the service buildings and residential colonies is ensured, it is observed that the overall

efficiency of the employees is also improved. The railway workers now-a-days are

highly educated and are fully aware of their rights. If the maintenance of the facilities

at their work places and at their residences is not up to the mark, the staff becomes

dissatisfied and representations are made at very senior levels either through Unions or

by the staff themselves directly. The staff dissatisfaction on this account affects their

productivity adversely.

To ensure proper maintenance of the facilities, it is strongly felt that the top

management must ensure that the funds available at their disposal for the maintenance

purposes are utilized efficiently. Amount should be utilized to take care of the overall

needs of the staff and their complaints. Wrong priorities are likely to be given to

unimportant works if these works are selected at lower level, and there is likelihood of

spending the budgeted amount in unwanted areas. If the limited railway resources are

spent in unimportant areas, it will affect the productivity and the staff satisfaction

adversely.

In the year 1994, on the Vadodara division, it was observed that a large number

of essential maintenance works were in arrears. The staff representations in respect of

improper maintenance of staff quarters, service buildings and non-availability of basic

facilities at their work places etc. were being submitted to the General Manager and

other senior officers of the Headquarter during their visit to the Division. In order to

streamline this activity, in the year 1994, it was decided that the selections of works

which are required to be undertaken through Zones by the Engineering department

will be done by ADRM, Vadodara on the basis of representations received from the

staff, Unions and other Authorities. With the introduction of this procedure, it was

possible to allot the required funds for undertaking priority works. With the

introduction of this new system, it was possible to take care of a large number of staff

complaints. The staff complaints reduced substantially on the Vadodara Division, and

the staff were satisfied. The practices of handing over memorandum to higher officials

during their visit to the Vadodara division were also stopped.

Page 10/23

10.15.7 Lessons to be Learnt: The lessons to be learnt from the above experience are:

The selection of repair works for service buildings and staff quarters is an

important task. This function should not be delegated to lower authorities.

On the basis of budgetary grant available at disposal, the works should be

selected at the appropriate level. The representations received from staff,

Union representatives, supervisors and officers should be taken into view

while selecting the works. The maintenance grant should be utilized in the

priority areas only.

The physical progress of these important works should be monitored

closely at appropriate level at regular intervals so that these works are

completed in time and the staff problems are solved.

The physical and financial progress of the works should invariably be

monitored closely so that timely payments to contractors are made and

they are suitably motivated to give their best output.

10.15.8 Issues of Service Departments:

As already discussed, approximately 20% of the issues pertain to improper

maintenance of staff quarters, service buildings, water supply and sanitation. These

issues can be settled for the benefit of staff in the following manner:

For the maintenance of staff quarters/buildings, tenders are finalized every

year. On the Vadodara division, the selection of works to be carried out

through the selected agencies is done by ADRM. While selecting the

works, preference is given to the issues taken up by officers during their

normal inspection, Union and staff demands etc. By selecting the works at

the level of ADRM, it has been noticed that many outstanding issues falling

in this category have been settled amicably.

Similarly, while selecting works which require huge investments, the issues

brought out by officers, staff and Unions should be given preference.

Page 10/24

Water supply problems: Water supply problems can be tackled by

replacing the water bores and pumps on age-cum-condition basis. Since

these works are having long lead time, a long term appropriate planning is

needed to tackle these issues efficiently.

Sanitation problems: Sanitation problems are being faced on the Railways

at stations, offices and residential colonies mainly due to provision of

improper drainage system. New constructions have come up but the

drainage system has not been augmented. Improper sanitation can attract

lot of staff discontentment and complaints. This issue can be tackled

efficiently by contracting out the maintenance and cleaning of underground

drainage system in the railway colonies. Old drainage pipes should also be

replaced/repaired in time through outside agencies. On the Vadodara

division actions on the above lines were initiated and they have brought

substantial improvement in the sanitation of service buildings and railway

colonies.

10.16 Miscellaneous Recommendations:

10.16.1 Approximately 35% of staff are having qualification of middle standards and

below. In order to introduce new technologies and to face the challenges in future

successfully due to stiff competition from other mode of transportation, it is suggested

that minimum educational standard should be upgraded. No staff below matric + ITI

or XIIth standard pass should be recruited in the future.

10.16.2 30% staff of Engineering and Operating departments are posted in rural areas.

There is a need to look after the staff well for requirements of medical facility and

education for their children.

10.16.3 The overall average number of children, that each employee is having, is 2.45.

This figure is considered to be on the higher side. The employees of Commercial,

Engineering, Mechanical, Medical and RPF departments should be encouraged to adopt

family welfare norms of having a small size family, as in the survey it is revealed that

each staff of these departments, on an average, is having more than two children .

Page 10/25

10.16.4 In the survey it is brought out that the staff of Mechanical and Engineering

departments are having tendency to develop smoking, drinking and pan chewing

habits. The staff from these departments should be suitably counseled about the ill-

effects of the consumption of these dangerous items.

10.17 Treatment on Retirement:

On the date of retirement of the railway employees, the retirement dues are paid

to the staff on their last working day. This factor alone has brought a lot of satisfaction

amongst the railway employees.

It is noticed that the settlement function that is held in the government offices on

the last day of the month is held in a routine manner. The cheque containing the

settlement dues is handed over to the retiring employee in a casual manner. After

spending 30 to 40 years in service, the employee retires without experiencing any

excitement and his parting from the government job remains as a non-event. Rarely,

the retired employees remember their day of retirement with excitement.

Therefore, ways and means are required to be found out so that retirement day

of the employees is made a memorable day. The staff should be made to feel their

importance that the administration has given to them. Officially, the retiring staff

should be permitted to meet other employees to share their experiences with them. The

difficulties faced by them during their service should also be heard patiently with a

view to initiating remedial actions. It is felt that if this practice is introduced, the morale

of the staff is bound to get improved. In this regard, a scheme of benevolent fund has

been introduced on Vadodara and Rajkot divisions, and the details are explained in

Para-10.19.

10.18 Treatment after Retirement:

After the employee’s retirement, if the retired employee happens to visit the

office due to any unforeseen circumstances, it is generally noticed that he is treated as a

unwelcome guest. No supervisor, clerk or officer gives due cognizance of the presence

of the retied employee. The representations submitted by the retired employees for the

Page 10/26

redressal of their grievances are also not given due importance and consideration. The

retired employees are therefore left dissatisfied, and they tend to project a poor image of

the organization to the outsiders. It is recommended that the representations from the

retired employees are investigated in detail in a time bound manner, and suitable reply

sent to them.

From the above, it is concluded that, in general, the government employees are

not treated properly from the first day of their appointment to the last day of their

working. Their working environment is also not up to the mark. Thus, there is an

urgent need to ensure that the working environment is improved so that the

productivity and efficiency of the employees in the government sector is improved, and

that the employees are looked after well during their service and after their retirement.

In order to achieve the above objectives, there is an urgent need to bring attitudinal

changes in the employees. Rules, procedures and policies are required to be modified

suitably so that the staff problems are dealt expeditiously.

Certain Related Case Studies

10.19 Introduction of Benevolent Fund for Staff Welfare:

In order to keep a watch on the important issue of timely settlement of ONR

cases, a benevolent fund for the welfare activities of the railway employees was started

on the Rajkot division where the voluntary deduction of Rs. 5/- per month was made

from the salaries of all the employees of the Rajkot division. The account was jointly

operated by SrDAO, SrDPO and the Divisional Secretaries of the recognized Unions.

The Rajkot division had a total staff strength of 12,000 and as such Rs. 60,000/- was

getting collected per month.

Every month, seven to eight deaths of the working railway employees were

reported. On the report of the death of a railway employee, a condolence letter from

DRM along with a draft of Rs. 7,000/- was sent to the families of the deceased railway

employee from the Staff Welfare Benevolent Fund. With the office copy of condolence

letter, a case for appointment on compassionate ground in favour of ward of deceased

Page 10/27

railway employee, and the payment of settlement dues to the dependant were opened

automatically in the respective sections. Through condolence letter, the widow was

also informed that after the mourning of fifteen days is over, a Welfare Inspector will

visit the family to get the formalities for payment of settlement dues and for

appointment on compassionate ground.

On an average, Rs. 49,000/- per month was sent to the dependants of the

deceased railway employees; whereas, Rs. 11,000/- per month was still available at the

disposal of the welfare committee. It was decided that this amount should be spent on

the staff who are retiring on normal grounds. The following incentives have been

introduced to the employees who are retiring on the last day of every month from the

benevolent fund:

Free lunch is served in the railway staff canteen to the railway employees

who are retiring on the last day of the month.

A photograph is also taken on this occasion. A garland is offered by DRM

to the retiring employee during the function. The photograph is supplied

free to the retiring employee.

Ajanta make clock watch worth Rs. 150/- with insignia of the Rajkot

division is given to each retiring employee as a sweet remembrance of

their long association with the Rajkot division during their working.

The settlement papers are given to the retiring railway employees in a

folder of good quality.

10.19.1 Advantages of the Benevolent Fund Scheme: The above benevolent fund

scheme has yielded the following results:

With the introduction of this welfare scheme, the widows of the deceased

railway employees are generally satisfied and they have openly expressed

satisfaction with this scheme.

The eligible dependants of the deceased railway employees are getting

appointments on compassionate grounds expeditiously.

Page 10/28

The dues to the widows/dependants of the deceased railway employees

are being paid to them within a short period of 2 to 3 months.

The employees who are retiring on normal grounds feel elevated due to

grand send off being arranged by the Railway administration on the last

day of their working.

The motivation and morale of the staff has been boosted up and this

welfare scheme has also worked as a catalyst in improving the

productivity and efficiency of the railway staff.

From the savings of this fund, the railway pensioners above 75 years of

age were also honoured in a special function organized in the Railway

Institute, Rajkot on 16.04.03. During this function, 150 retired railway

employees were garlanded and given shawls and mementos.

To get the redressal of their grievances, in December 2002, 75 retired

railway employees attended the pension adalat held in the DRM’s office.

These retired railway employees were offered garlands and were served

with free lunch.

From this fund, help was also given to the railway staff who were affected

adversely during the communal riots of February, 2002.

In view of the large number of benefits that the benevolent fund for the welfare

of the staff can bring, it is recommended that similar benevolent welfare scheme may be

introduced on all the Divisions of the Indian Railways.

10.20 Timely up-date of Leave and Service Records:

As already brought out that if the leave and service records are not maintained

by the concerned clerical staff, disputes arise for settling the dues in the case of

employees retiring on normal as well as on other than normal grounds. In order to give

importance to staff welfare activities, Rail Karamchari Sampark Abhiyan has been

started on the West Central Railway; the details of which are discussed hereunder.

Page 10/29

10.21 Rail Karamchari Sampark Abhiyan:

A happy employee is a safe employee. Keeping this in mind, the Rail

Karamchari Sampark Abhiyan (RKSA) has been launched on the West Central Railway,

so that we reach out to each one of our employees, with the following objectives:

To make contact with all the railway employees posted over West Central

Railway.

To show service and leave records to all employees of the West Central

Railway.

To gather other information of the employees (for PRIME) which are not

available.

To update their nomination of PF/DCRG/GIS.

10.21.1 Working Method:

In each and every divisions and workshops, the employees are contacted

personally.

Contact is made on prefixed dates. The dates are intimated fifteen days in

advance so that all employees can ensure their presence.

Place of contact is ensured by the supervisor/depot in-charge.

A Welfare Inspector does primary contact. The Welfare Inspector visits the

contact place one day before, if he considers it necessary. He may carry one

dealing clerk with himself.

On the contact day, the Welfare Inspector, Assistant Personnel Officer and

concerned departmental officers are present there. The camp is continued

till the work is over.

Accumulated information is submitted before the Divisional Personnel

Officer after every contact. Sr Divisional Personnel Officer submits a

weekly progress report to the Head Quarter and the Divisional Railway

Manager.

Page 10/30

10.21.2 Preparatory Work before Contact:

The Welfare Inspector keeps the list of employees who are likely to be

contacted by obtaining details from the pay slip of the concerned employee.

The concerned dealing clerk keeps updated service and leave records of the

concerned employee.

10.21.3 Work during Contact:

The complaint of the employee is entered into a Register on which

signature of the employee is taken. If an employee has no complaint,

despite his signature is taken.

If an employee has gone on duty, then he is contacted after his arrival from

duty. If an employee absents unauthorisedly, this information is also

indicated in the Register.

The Welfare Inspector brings the service records of the employees and takes

their signatures after showing service records to them.

The questionnaire enclosed in Annexure-I is filled up by every employee

and its acknowledgement is given to them.

10.21.4 After the Contact:

Initially, efforts are made to sort out the problems at the divisional level. If

the problems are sorted out, the same is intimated to the employee.

If the problems are not solved at the divisional level, the same is forwarded

to HQ for further necessary action and employees concerned are intimated

about the same.

10.21.5 Results Obtained: The response to the program has been extremely

encouraging. It is proposed to cover all the employees under this scheme by 31.03.05.

The position as on 31.08.04 is as under:

Page 10/31

S.

No.

Division/

Workshop

Total

Employees

Employees covered

under RKSA

1 JBP 22088 2272

2 BPL 18651 5406

3 KTT 16248 1988

4 CRWS/BPL 2040 1129

5 WRS/KTT 2751 507

6 Total 61778 11302

10.21.6 Personal Experience and Recommendation: I, the researcher, was present

recently at the Electric Loco Shed, Tuglakabad where 1,000 staff are posted and the staff

of the Personnel department had come along with their leave records and service

records from Kota for showing the same to the staff. During this exercise, the staff of

the shed were very happy. In few cases, it was noticed that at the time of joining the

Railways, the staff were unmarried and they have nominated their parents as their

nominee to get their dues after their death. Now, their parents have also died and the

staff are married and are having children. No changes were made in their nomination

forms so far. The concerned staff immediately submitted a fresh nomination form by

making their wife and their children as their nominee to get the dues from the Railways

on their death. This is really a right step in the right direction and this scheme should

be introduced on all the Divisions of the Indian Railways so that the motivation level of

the staff can be improved

10.22 Need to have less number of Meetings with the recognized Unions:

10.22.1 As already brought out in Para-10.15.3.1 of this Chapter, by postponing three

scheduled meetings in the months of October to December, 1994 with the Unions, lot of

surplus time was generated and the staff were able to complete many pending issues.

In the Vadodara division, in the subsequent months, efforts were also made to reduce

the number of scheduled meetings with the Unions. However, the Unions did not

agree to this proposal. If scheduled meetings are skipped, the Union office bearers do

not get the following privileges.

Page 10/32

Special casual leave and free pass to attend PNM meeting at Divisional/ HQ

level.

Free accommodation for stay.

Easy accessibility to officers to get the cases of their choice settled.

Sense of self-importance.

10.22.2 From the experiment conducted on the Vadodara Division, it is concluded that

if arrears of the establishment work are to be wiped out, and systematic working of the

Personnel department is to be ensured, then scheduled meetings with the Unions are

required to be reduced from the present level. There is an urgent need to reduce the

number of Permanent Negotiating Machinery/Informal/Non-payment meetings with

the Unions. It is proposed that meeting with only one Union should be held in any

month at the divisional level so that complete attention can be given to that Union with

a view to finalizing the issues brought out by them in their PNM, informal and non-

payment meetings. If this is introduced, then in place of the seven days available to the

railway staff of the Personnel department to undertake their work other than Union

items systematically, 13 days will be made available to them as per the details given

below to effect more productivity in their working:

Table 10.2: Suggested time frame for meetings

S. No. Item of Work Number of days

spent in a month 1. Permanent Negotiating Machinery meeting 3 days

2. Preparation time for PNM 3 days

3. Informal/Non-payment meeting 1 day

4. Preparation time for Informal/Non-payment

meeting

1 day

Total time required to hold meetings with Union 8 days

Time available for undertaking other works (21-8) 13 days

Page 10/33

10.23 Key to Success is to Set Proper Priorities for Works:

10.23.1 On 26.01.2001, due to a severe earthquake that occurred in Gujarat, a large

scale destruction to properties and human life was reported. Many staff quarters and

service buildings on the Rajkot division also suffered serious damages. 160 staff

quarters completely collapsed to ground and other 3000 staff quarters developed minor

cracks. Electrical wiring in these quarters was also affected and therefore these quarters

were declared unsafe for occupation.

10.23.2 Near the coastal area, the Wankaner-Navlakhi Railway line also shifted from

its original position and was submerged into sea water. The Railway administration

had a serious challenge before it to ensure that not only the train services restored

immediately on the division, but, at the same time, the staff also housed at safer places.

10.23.3 The staff occupying damaged quarters were asked to vacate their houses and

they were shifted to vacant quarters or temporary structures (i.e. tents) erected to house

the affected railway employees. The damaged quarters were taken under repairs. Few

office buildings were also damaged and the buildings were unsafe for further use. So

the concerned staff were also shifted to other safe locations.

10.23.4 Within four to five months time, the repairs to the buildings that required less

attention were properly carried out, and the staff shifted there again. The remaining

buildings that had suffered extensive damages were taken under heavy repairs. In the

Rajkot area, the following buildings suffered serious damages:

Running Room

Subordinate Rest House

Officers’ Rest House

Officers’ Club

Retiring Rooms

Station Superintendent’s Office & VIP Rooms

Refreshment room at Station

Engineering Training School

Page 10/34

Safety camp

DRM’s office

Conference hall in DRM’s office

Community Centre for Staff

Waiting hall for public at the Station.

10.23.5 Due to non-availability of the above service buildings in the Rajkot area, day-

to-day working on the Division was getting seriously affected. It was decided that

targets for repairs to the above buildings should be set and progress of the repair works

monitored systematically. Due to their importance from national point of view, 15th

Aug., 2nd Oct. & 26th Jan. are the three important dates in India. These three important

dates were specifically chosen as target dates for completion of repairs to the above

buildings, the details of which are given below.

10.23.6 Priority 1: (Target date 15 Aug., 2001)

DRM’s Conference Hall, where scheduled meetings with officers, staff, Unions,

and customers are held regularly.

Officers’ Club where recreation facilities for officers are provided. The Officers’

club is also utilized for arranging dinner, etc. in honour of visiting dignitaries.

Running room for driving staff.

Refreshment room for public.

Station building for operational requirement.

10.23.7 Priority 2: (Target date 2nd Oct., 2001)

DRM’s office for normal office working.

SS office for normal administration at the Station.

VIP room for dignitaries.

ASM room for train operation.

10.23.8 Priority 3: (Target date 26th Jan., 2002)

Subordinate Rest House for railway employees

Page 10/35

Retiring rooms for public

Officers’ Rest House for officers.

Community Centre for railway employees.

Waiting Hall for general public.

10.23.9 The repair works to the above buildings were taken up on emergency basis.

Weekly inspections were conducted at Divisional Railway Manager’s level with an

intention to remove any bottlenecks that were coming in the way of early execution of

the repair works. The above important identified works were completed as per the

targets set by the Administration. Special sanctions were also obtained from the

General Manager/Western Railway to purchase materials of good quality from the local

market for Running Rooms, Public Retiring Rooms, Officers’ Rest House, Senior

Subordinate Rest House, Station Supdt’s office, VIP Room at the station and ASM office.

Since materials of good quality were provided for the Running Rooms, Senior

Subordinate Rest House and Public Retiring Rooms, the staff and public were very

much happy with these developments. The Union leaders complimented the

Administration’s efforts. Demand was also raised at HQ level that in other divisions

also similar type of facilities should be provided for the staff.

10.23.10 While assigning priorities for the different works, it was ensured that equal

importance is given to the works pertaining to officers and staff. By providing excellent

facilities for the railway staff, a lot of goodwill was generated between the

Administration and the staff. The General Manger/Western Railway also appreciated

the special efforts made on the Rajkot division in completing the earthquake affected

works in the shortest period of time, and he was also pleased to announce a Group

Award of Rs. 2 lakhs in favour of the staff of the Rajkot division for the splendid efforts

put in to repair the earthquake damaged structures.

10.24 Proliferation of Branches and Composition of Office Bearers of Unions:

One development which have had tremendous adverse impact on the working of

the Permanent Negotiating Machinery is the proliferation of the Branches of the

recognized Unions. With 4 branches for each Union, there were a total of 8 branches of

Page 10/36

both the recognized Unions in 1957 at the time of formation of the Vadodara Division.

Whereas, there are now 36 and 34 Branches of WREU and WRMS respectively on the

Vadodara Division. The growth of the Union Branches have been as under:

Table 10.3: Growth of Union Branches

Year WREU WRMS

1957 4 4

1960 29 24

1977 31 31

1982 36 34

1985 36 34

1998 36 34

10.24.1 The list of Branches and their office bearers are indicated in Table-4 and Table-

5. Each Branch is having ten office bearers. Thus, there are 700 Union office bearers on

the Vadodara division. It is seen from the list that more than one Branch is also there at

a number of stations for each recognized union. The growth of Branches of both the

recognized unions is more or less identical. This growth has taken place in earlier years

when liberal attitude was given by the Administration in according recognition to

Union Branches with a view to encouraging trade union activities on the Railways.

Table 10.4

LIST OF OFFICE BEARERS/ UNION BRANCHES OF WREU ON

VADODARA DIVISION

WESTERN RAILWAY

List of Office Bearers – WREU, BRC Division

S.

No.

Name of Branch Senior

Supervisor

Ministerial

Staff

Group

‘D’ staff

Other

staff

Vacant

1 Divisional branch 02 01 - 04 03

2 BRC (OP) Branch no. 1 01 - 01 08

3 BRC (P) Branch no. 2 02 - 01-07

4 BRCY Branch 03 01 - 06

5 BRCY Loco Branch 01 - - 09

Page 10/37

6 BRCY (Elec) Loco Branch 03 - 02 05

7 PRTN Branch no.1 03 - 03 04

8 PRTN Branch no. 2 03 07 - -

9 AKV Branch 04 01 01 04

10 MYG Branch 02 01 04 03

11 ANND Branch no. 1 03 - 02 05

12 ANND Branch no. 2 - 01 - 09

13 ND Branch 02 - 02 06

14 MHD Branch 01 01 03 05

15 KKFY Branch 02 02 01 05

16 KKF Loco Shed 01 01 - 08

17 ADI Branch no. 1 02 - 01 07

18 ADI Branch no. 2 02 01 02 05

19 ADI Branch no. 3 03 02 02 03

20 ADI Branch no. 4 03 - 02 05

21 ASV Branch 02 01 01 06

22 SBI Branch no. 1 01 - 03 06

23 SBI Branch no. 2 01 02 03 04

24 VG Branch no. 1 - - 02 08

25 VG Branch no. 2 01 - 04 05

26 DHG Branch 04 04 - 02

27 GA Branch no. 1 02 - - 08

28 GDA Branch no. 2 02 - 01 07

29 PTD Branch 04 01 03 02

30 DB Branch (Station) - 02 01 07

31 DB Branch (Loco) 02 - 02 06

32 MLAB Branch 03 01 03 03

33 BH Branch 03 01 01 05

34 VTA Branch no. 1 02 02 01 05

35 KRCA Branch 01 - 01 08

36 VTA Branch no. 2 03 - 01 06

Total 74 33 54 196 03

Page 10/38

Table 10.5

LIST OF OFFICE BEARERS/ UNION BRANCHES OF WRMS

ON VADODARA DIVISION

WESTERN RAILWAY

List of Office Bearers – WRMS, BRC Division

S

No.

Name of Branch Senior

Supervisor

Ministerial

Staff

Group

‘D’ staff

Other

staff

Vacant

1 Divisional branch 6 01 - 2 2

2 PRTN Branch no. 1 1 8 1

3 PRTN Branch no. 2 3 2 1 4

4 PRTN Branch no. 3 5 1 3 1

5 BRCP Branch no. 1 3 2 1 4

6 BRCP Branch no. 2 1 1 2 6

7 BH Branch 4 6

8 KSB Branch 4 1 5

9 MYG Branch 4 1 1 4

10 ANND Branch no. 1 3 2 5

11 ANND Branch no. 2 2 3 5

12 ND Branch no. 1 1 9

13 ND Branch no. 2 3 2 1 4

14 MHD Branch 2 3 2 3

15 KKF Branch no. 1 1 3 6

16 KKF Branch no. 2 2 2 1 5

17 ADI Branch no. 1 2 2 6

18 ADI Branch no. 2 5 1 1 3

19 ADI Branch no. 3 5 5

20 SBI Branch no. 1 3 1 1 5

21 SBI Branch no. 2 3 1 2 4

22 VG Branch 2 1 1 6

23 PTD Branch 1 3 6

24 ASV Branch 2 1 1 6

25 DB Branch 1 9

Page 10/39

26 GDA Branch no. 1 3 1 6

27 GDA Branch no. 2 2 1 7

28 KRCA Branch 3 7

29 BRCY Branch no. 1 5 5

30 BRCY Branch no. 2 2 2 1 5

31 BRCY Branch no. 3 3 7

32 MALB Branch 3 1 6

33 DHG Branch 1 1 8

34 VTA Branch 2 1 7

Total 88 42 28 179 3

10.24.2 The department-wise analysis of Supervisors who are active office bearers of

the recognized unions is given in Table-10.6.

Table 10.6: Number of Supervisors as office bearers in Unions Sr No Description WREU WRMS Total % of total

1 Total number of branches 36 34 70

2 Total number of branches of which supervisors are chairman

17 21 38 54.28

3 Department-wise analysis of

supervisors

i) Engineering 18 33 51 31.48

ii) Traffic 12 14 26 16.05

iii) Commercial 07 14 21 12.96

iv) Carriage & Wagon 11 02 13 8.02

v) Mechanical loco 04 07 11 6.79

vi) Signal & Telecom. 05 04 09 5.55

vii) Electrical Power 02 05 07 4.32

viii) Electrical TRS 02 02 04 2.46

ix) Electrical TRD 03 01 04 2.46

x) Electrical TRO - - - -

xi) Medical 04 02 06 3.70

xii) Personnel 06 04 10 6.17

Total Supervisor Office Bearers 74 88 162

Page 10/40

10.24.3 Analysis of Union Office Bearers: The following details are obtained from

tables 10.4, 10.5 and 10.6:

54.28% of the total Union Branches are headed by senior supervisors.

31.48% of senior supervisors doing active union work belong to the Engineering

department. It is worth mentioning here that in the Engineering department in

Group ‘D’ category literacy level is minimum and therefore the supervisors of

the Engineering department play the role of active office bearers of both the

recognized Unions.

16.05%, 12.96%, 8.02% of total senior supervisors belong to Traffic, Commercial

and Mechanical departments respectively. The staff of these departments are

generally well educated and are conscious of their rights. The supervisors of

other departments like Signalling, Electrical, Medical and Personnel departments

take active part in union activities in less numbers.

10.24.4 The above growth of the Unions has led to the following ramifications in the

working of the Permanent Negotiating Machinery in the Division:

Local branches tend to act as autonomous units. Generally, the notices for

agitation etc. are being received from the branches directly. Most of the

agitations are being spearheaded by the branches to get the local problems

decided in their favour.

With large number of branches and office bearers, the management

communication links have almost broken and the grievances redressal system

has been bypassed. Staff look to these local branches for redressal as the office

bearers are readily available. They take up issues of local nature and individual

grievances as a part of the strategy to establish the reputation of the local

branches in the competition with the rival recognized union. This explains the

shift to representation of individual cases and large number of items connected

with working conditions and staff quarters in the Permanent Negotiating

Machinery and informal meetings.

Page 10/41

Large number of branches and office bearers afford easy opportunity to the staff

to become office bearers and, thus, secure immunization against transfers besides

availing many other privileges. The senior supervisors in the field have specially

availed of this opportunity.

Front lone supervision comes under lot of pressure from the local office bearers.

They feel isolated and helpless and unable to maintain discipline.

10.24.5 The Vadodara division is having a staff strength of 30,000, where 700 office

bearers of the recognized unions are available. No industry in the world can deal with

such a large number of union leaders. The Railway Reforms Committee in their report

has recommended one branch for every 5000 staff. A copy of letter written by the

General Manager to Member Staff is enclosed at Appendix-A. It is, therefore, suggested

that the recommendations of the Railway Reforms Committee made in the year 1984

should be accepted and implemented. With the implementation of the

recommendations of the RRC, the number of branches on the Vadodara division will be

reduced substantially as each recognized Union will only have six branches as against

35 now. With the reduction of branches of the recognized Unions, the number of office

bearers will also be reduced substantially. This action in turn will reduce the unwanted

pressure of the office bearers of the recognized Unions on the officers and staff of the

Personnel and other departments as well. It should also be ensured that, on any station,

not more than one branch of the recognized union is allowed to exist and operate.

10.24.6 Composition of Office Bearers of Unions:

As already indicated above, there are 700 office bearers on the Vadodara division

of both the recognized Unions. The analysis of the office bearers is as under:

Table 10.7: Analysis of Union Office Bearers

WRMS WREU OVERALL %

Supervisors 88 26.1% 74 20.72% 23.34%

Ministerial

staff 42 12.46% 33 9.24% 10.80%

Page 10/42

Group ‘D’ 28 8.3% 54 15.12% 11.81%

Others 179 53.11% 196 54.90% 54.03%

Total 337 357

It can be seen from table-10.7 that supervisors and ministerial staff constitute

more than 34% of the total office bearers of the recognized unions. The group D staff

constitutes nearly 50% of the total staff of a Division; however, only 11.8% of union

leaders are from the category of group D staff. This figure of representation of group D

staff as office bearers of the recognized unions is really very low and there is a need to

develop more union leaders from this category. Taking up of senior positions by the

supervisors and the ministerial staff in the union hierarchy has a very profound bearing

on the working of the Permanent Negotiating Machinery as analysed below:

10.24.7 Supervisors and the Unions:

Supervisors occupy key positions in the railway organizational set up. They are

the point of direct contact with the employees. They are the front line managers and

represent the management to the workers and the workers to the management because

they are strategically located in the chain of authority and communication. In short, in

the railway organization supervisors are like the hubs of the wheel. With the increase

in the workload, increase in the strength of higher-grade supervisors, and increase in

the trade union activities, the supervisors will find a shift in their position. The

supervisors perceive the following drift in their roles.

10.24.7.1 Supervisor in the middle

The supervisor feels that he is pressed between the management and the worker.

Management has one set of expectations i.e. to keep the employees disciplined,

maintain the assets efficiently with least cost, carry out plans and achieve targets. The

management demands loyalty and devotion to duty. On the other hand the workers

want their supervisors to be their spokesmen, keep them out of trouble, interpret their

fears and wants to the management and to be heard by them. As a result of the

Page 10/43

conflicting demands, the supervisor thinks that he is caught between opposing forces

and he feels like a buffer between the management and the workers.

10.24.7.2 Marginal Supervisor:

Some supervisors feel alienated and have become marginal in their role. They

feel ignored by both the management and the workers. The unions deal directly with

the management. The union leaders consider the supervisors as management’s errand

boy, and he cannot take decisions and has to be bypassed to get anything. The

supervisor now feels that, since negotiations are conducted by higher ups, he is there

only to carry out the orders and manage the show somehow. He feels that he works

alone, workers have their unions and the management has its power and authority.

10.24.7.3 Supervisor as “Another Worker”:

Such supervisors feel that they are employees and supervisors in the title only.

They lack authority and they feel they are not part of the management and they feel

themselves like another worker. The result is that such supervisors often tend to

interpret the management policies and actions in a way that is different from that

intended by the management, as could be seen from the fact that 38 branches of unions

out of 70 branches are manned by supervisors. Such high involvement of supervisors in

the union activities is due to following reasons:

Protection against transfer being office bearers.

Supervisor span of control is large. With a large number of union branches,

interference from the local union branches is natural. To stand such pressure

and maintain their position they consider that it is better to become active office

bearer of the union rather than becoming only the supervisor to the

administration.

10.24.8 Recommendations: Considering the above aspects, the following

recommendations are made for implementation on the Railways:

Page 10/44

When the senior supervisors become the active office bearers of the union, their

loyalty to the administration reduces, the staff contact also reduces. It is essential

that since senior supervisors are instrumental in implementing the official policy

in the field, they should not be allowed to become the office bearers of

recognized unions. This decision, however, will have to be taken at the Railway

Board’s level. This aspect has been stressed by RRC in the report on ‘Personnel’

department.

Due care should be taken in the postings and transfers of supervisors. Age,

seniority, family commitments and children education problems should be given

due consideration. Undue hardships should be avoided.

Supervisors must be encouraged to come forward with staff grievances. Branch

officers must listen to their problems and help them in discharging their function

rather than brushing aside the problems being experienced by them as a sign of

their incompetence.

Informal consultation in postings/transfers of staff working under them should

be done. This will give them feeling of importance.

They must be made aware of the planning and strategies and new policies from

time to time. This should be done through regular meetings with the

supervisors. Seminars should be arranged through which the supervisors can

interact with each other and exchange notes. This will give them the sense of

participation in management.

Initial training of the supervisors on recruitment needs a relook.

10.25 Monitoring of Grievances received from Unions and Staff

10.25.1 As already reported, cases of serious nature are taken up by recognized unions

for settlement at appropriate level. Since the railway staff are controlled directly

through the divisions, the PNM items taken up at the divisional level are required to be

settled expeditiously. The following actions can play the role of catalyst in solving the

PNM issues:

Page 10/45

In order to settle the PNM cases early, it is necessary that preliminary meeting

with Branch officers and Personnel officers are held at ADRM’s level at least 15

days before the scheduled date of PNM meeting.

While discussing the PNM/informal issues, consensus plan of action is arrived at

between ADRM, Branch Officers and Personnel Officers so that from the

administration point of view, the agreed correct replies are given to the unions

during meeting to avoid any complications and confusions.

If review meetings are held 10/15 days in advance of the scheduled PNM

meeting, desired required action on the pending issues can be taken as per the

directives given by the higher ups.

When the administration is well prepared, the chances of finalization of PNM

issues are also more.

10.25.2 This Review Meeting was also held regularly on BRC division from April 1994

onwards and it could be seen that the number of items have been reduced by 45%

during the last four years. With the reduction of PNM items, the following additional

benefits have also been achieved:

i) PNM meetings can be completed within two days time. In case the pending

issues of PNM are more, there are chances that the PNM meeting is extended as

it is difficult to discuss more than 200 items in two days.

ii) The consumption of stationary can also be reduced. With the reduction of PNM

items on BRC division, the PNM minutes are having 15/20 pages less as

compared to previous pages.

iii) If the PNM items are reduced, the workload on Union Cell and other staff also

reduces and the extra time so generated can be devoted to settle other issues.

iv) Finalisation of PNM items brings satisfaction not only to the Union Office

Bearers but to the line staff also, which in turn improves the productivity and

efficiency of the staff.

10.25.3 Apart from PNM issues, the staff and Unions, also write to the Branch Officers

and higher officers individual letters bringing out the details of issues which are

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required to be settled to eliminate irritation at grass root level. It is noticed that

systematic attention to such issues is not being given by Branch Officers. The

representations received from Union/staff directly are not properly accounted for in the

present system and it becomes extremely difficult to keep a watch on the finalization of

such issues. In order to streamline the procedure, it is essential that Branch Officers and

Personnel Officers keep separate register where the details of grievances directly

received through staff and Unions are tabulated in the following format.

Table 10.8: Format for Grievance Monitoring

S. No. Date Date of

representation Brief details of representation

Marked to which

officer/section

Progress of action

taken

These registers were opened in the office of ADRM, Vadodara, and the results

achieved were satisfactory. This monitoring can also be computerized so that if a

particular case is not getting proper attention, the concerned dealing staff/officer can be

reminded by issuing a reminder letter. A letter containing the list of pending

representations can also be issued periodically to the concerned officer for early

compliance.

10.26 Monitoring of vacancies, holding of selection, trade test, suitability test and

issue of promotion orders of staff:

10.26.1 It is a well-known fact that every individual, wherever he is working, wants

further advancements in his career. Due to lethargy on the part of the dealing staff, the

selections are not held in time and promotions to the staff are delayed. The delay in

promotion not only affects the emoluments but also affects the post retirement

pensionary benefits. In other words, if the staff are given delayed promotions on

administrative grounds, the carry home salary of the staff gets reduced. It is noticed

that about 25% of the PNM cases pertain to promotions and transfers. If proper watch

is kept on the finalization of selections and filling up of vacancies, the satisfaction level

of staff can be increased.

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10.26.2 On the Vadodara division during the four years from 1994 concerted efforts

were made to ensure that the selections are held in time and staff promoted as and

when due. During the four years the number of staff promoted are given below:

Table 10.9: Staff Promoted

Year No. of staff promoted

1994 4300

1995 5000

1996 4500

1997 4000

10.26.3 For ensuring early finalization of selections, proper watch is kept on the the

Vadodara division. The Personnel Officers of the division are advised to furnish the list

of vacant posts and action required to be taken to fill up the same as per the format

given below to Sr DPO and ADRM:

Table 10.10: Format for monitoring vacancies and selections

S. No Category Scale Sanctioned

strength Existing

vacancies

Action plan to fill up the existing and

anticipated vacancies

10.26.4 On the basis of details of vacancy position and action plan to fill up the same

submitted to ADRM and branch officers, regular meetings are held at ADRM’s level,

where officers from Executive Branch and Personnel Branch are also present along with

their supervisors. Wherever selections/promotions of staff are held up, immediate

actions are initiated to ensure that selections are finalized early and staff promoted.

Every month list of selections delayed along with the reasons of delay is being

circulated to concerned officers for the early finalization of selections. Systematic

monitoring of this vital issue is needed on all the divisions. If the staff are promoted in

time it will definitely generate a sense of satisfaction amongst them and which will in

turn improve the overall efficiency and productivity of the railway administration.

Page 10/48

ANNEXURE I

Questionnaire

Department ………………Station…………Contact date………….... Contactor……………

1. Name ………………………………………….

2. Father/Husband’s name ………………………………………….

3. P. F. Number ………………………………………….

4. Date of appointment ………………………………………….

5. Designation ………………………………………….

6. Rate of pay ………………………………………….

7. Pay scale ………………………………………….

8. Date of promotion in present grade ………………………………………….

9. Security/Non-Security ………………………………………….

Personal details

1. Date of birth & Place ………………………………………….

2. Community ………………………………………….

3. Educational Qualification …………………………………………

Family details

S.

No.

Names of family

members

Relationship

with employee

Date of birth Educational

Qualification

Profession

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/50

Declaration (Tick on right choice):

1. I saw my service record and signed on it Yes/No

2. I saw updation of leave record Yes/No

3. I filled up my nomination form of PF/DCRG/GIS Yes/No

4. A have taken advances in last three years Yes/No

5. a. Recovered Yes/No

b. Balance instalment Yes/No

c. Is any complaint in this regard Yes/No

6. I have done family planning operation Yes/No

Complaint

1.

2.

(Name & Signature of Depot/OS) (Name & Signature of railway employee)

(Name & Signature of Welfare Inspector)

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